Annual report and accounts 2012

Transcription

Together, we are all Macmillan Cancer Support.
Our Year – Annual report and accounts 2012
We are the nurses and therapists helping people
through treatment. The experts on the end of the
phone. The advisers telling people which benefits
they’re entitled to. The volunteers giving a hand with
the everyday things. The campaigners improving cancer
care. The community there to chat online, any time.
The supporters who make it all possible.
Macmillan Cancer Support
Cancer is the toughest fight most of us will ever face.
And the feelings of isolation and loneliness that so many
people experience can make it even harder. But no one
should go through it alone.
Annual report and accounts 2012
Personal information
Click on the contents
items below to go straight
to the relevant page
Name
Address
Website
Contacts
Introduction
2 Chief Executive and Chairman’s introduction
Trustees’ report
Report from the trustees on the key strategic, financial
and operational developments during the year
4
5 6
9
10
13
16
18
20
22
24
26
28
32
36
39
Financial statements
Notes
Statements presenting all our essential numbers,
including the independent auditors’ report
40
42
43
44
45
And the rest
Our history
A record breaking year
Working together to change lives
No one should face cancer alone
Reaching and improving
Our healthcare services
Our information and support services
Our financial help and support services
Our practical and emotional support services
Raising awareness and influencing policy and system change
Inspiring millions to take action
Our people and infrastructure
How we manage the money you give us
How we raise and spend our money
Governance
Further information
Independent auditors’ report
Consolidated statement of financial activities
Balance sheets
Consolidated cash flow statement
Notes to the financial statements
64 Legal and administrative details
66 Thank you
1
Contents
In 2012, we reached a record 5.7 million people
and moved towards our goal of improving the lives
of everyone affected by cancer. This is an incredible
achievement, especially given what a difficult year
it’s been for many people, including Macmillan’s
supporters and partners. The economic environment
has caused hardship, and profound change in the
NHS, particularly in England, has made it harder
for us to achieve our plans. We are therefore all the
more grateful to the volunteers, supporters, partners
and staff who have given their all to overcome
these challenges.
Ciarán Devane
Chief Executive
Ciarán joined Macmillan
Cancer Support as Chief
Executive in May 2007.
Face-to-face support at a time of need is the essence of
Macmillan, and our healthcare professionals provided this
to an unprecedented number of people last year. Our nurses
supported over 470,000 people, while our other professionals
supported a further 250,000. We are particularly delighted that
1,074 new Boots Macmillan Information Pharmacists are
now in post to help people affected by cancer. This innovative
partnership, which provides information and support on UK
high streets, is a sign of things to come.
It will be no surprise that our financial support and guidance
service also had its busiest year. In total we helped people
affected by cancer achieve financial gains of £245.6 million in
2012. Much of this was through our partnerships with Citizens
Advice and local authorities, as well as through our Welfare
Rights team, all of whom responded well to changes in welfare
rules and the increased hardship people affected by cancer
experienced. We were disappointed that our emergency grants
programme reached fewer people than in 2011, as we had
planned for an increase. Our move to smaller, less frequent
grants led to a reduced number of applications. We are now
taking action to address this by targeting areas of greatest need
across the UK.
2
2012
At its busiest times, our support line was receiving a call every
25 seconds, answering nearly 150,000 in total. There were 8.5
million visitors to our website, including 4.7 million people from
the UK using the support sections (Cancer information and
How we can help) and the online community. At the same
time we distributed hard copies of 5.1 million booklets
to patients, their families and their friends.
Specific projects also had a huge impact. Our largest
ever single project, the new University College Hospital
Macmillan Cancer Centre in London, opened its doors in
April 2012. The centre is the first of its kind in the UK, providing
truly integrated cancer care with a focus on patient wellbeing
and rehabilitation. It combines an excellent environment, great
clinical outcomes and the best support and information services.
Our policy work proved very important in ensuring changes to
welfare rules did not disproportionately disadvantage cancer
patients, while our research is laying the foundations for
commissioning high-quality, patient-centred, cost-effective
cancer services based on population evidence.
None of these achievements would have been possible without
the generosity of the public and our partners. These range from
individuals who put coins in a tin to the National Gardens
Scheme, our largest supporter over time. We are grateful to
them all.
Julia Palca
Chairman
Julia joined Macmillan’s
Board of Trustees in
October 2001 and was
elected Chairman
in July 2010.
Because of the support we received, Macmillan’s income rose by
8% in 2012. At £51.2 million, income from legacies remained
stable and was the single largest source of income. Voluntary
income grew by 13% to pass £100 million for the first time. We
used this money to increase charitable expenditure to £111.7
million and provide vital information and support to more
people than ever before.
We have had an extraordinarily busy and successful year, and
we thank each of you – volunteer, supporter, partner or staff –
for your part in that success.
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Contents
2012
From opening the University College Hospital (UCH) Macmillan Cancer Centre
in London to smashing our fundraising record for the World’s Biggest Coffee
Morning, there were plenty of successes in 2012. But none of these would have
been possible without our dedicated supporters. To be there for even more
people affected by cancer, we need to inspire millions more to join us over the
coming years.
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January
February
March
April
May
June
July
August
September
October
November
December
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Contents
Future
2012 planner
2012 – 2030
2012
It is our vision that every person living with cancer in 2030 can say the
following statements, our Nine Outcomes, are true for them. While they are
already true for some people, we need to do more to make them a reality
for everyone living with cancer in 2030. But we can’t do it without more
support. We need even more donors, fundraisers, volunteers and partners
to extend our reach and impact.
I was diagnosed early
I understand so I make
good decisions
I am treated with dignity and respect
I know what I can do to help
myself and who else can help me
I can enjoy life
I get the treatment and care which
are best for my cancer and my life
Those around me are well supported
6
I feel part of a community and
I’m inspired to give something back
I want to die well
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Contents
Notes
The cancer story is changing. More and more people are living longer following
a cancer diagnosis, which is good news, but this means we have even more
to do to be there for everyone who needs us.
More than two million people are currently
living with and beyond cancer, and that number
is set to rise to four million by 2030. For most of
us it will be the toughest fight we ever face. And
the feelings of isolation and loneliness that so
many people experience make it even harder.
Thanks to the effort and generosity of our
amazing supporters, our services reached
a record number of people in 2012. But it’s
still not enough. And with the number of
people diagnosed rising every day, it’s vital
we do more.
Our research shows that one in four people
diagnosed with cancer in the UK will lack
support from family and friends during
treatment and recovery. People like Mario.
We need to raise more funds so we can be
there for even more people affected by cancer,
now and in the future. To do this, we need
to inspire millions to take action – whether
it’s by hosting a Coffee Morning, taking part
in a sponsored walk or making a donation.
We’re also working hard to create even more
opportunities for people to join our team.
That means more Macmillan professionals,
more volunteers, more Cancer Voices and
more campaigners.
But no one should face cancer alone.
We want to be there for everyone who needs
us from the moment they hear that they have
cancer. We are the nurses and therapists
helping them through treatment. The experts on
the end of the phone. The advisers telling them
which benefits they’re entitled to. The volunteers
giving them a hand with the everyday things.
The campaigners providing a force for change
and improving cancer care. The community
there for them online, any time. The supporters
who make it all possible.
And we’re striving to be there in other ways
too. We’re creating better environments and
improving patient experience, as seen in the
opening of the state-of-the-art University
College Hospital Macmillan Cancer Centre.
We’re strengthening our support in the
community through initiatives such as our
groundbreaking partnership with Boots.
8
Each and every member of the Macmillan
team makes a massive difference. Through
their dedication and the continued help of
our passionate supporters, it’s our aim to
reach and improve the lives of everyone
affected by cancer.
Together, we can make sure no one faces
cancer alone.
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2012
2012
Thanks to our amazing supporters we raised £150 million
in 2012. That meant our services reached 5.7 million people
affected by cancer.
We can see how many people accessed personal support:
Healthcare
Nurses, doctors and allied
health professionals
598,568
Cancer Information and Support Services
(including Mobile support of 58,620)
412,451
Clinical environments
90,272
Boots Macmillan
Information Pharmacists
20,580
Physical activity support schemes
46,730
What this means
Our healthcare professionals are
valued for improving the quality
of care and experience of people
living with cancer.
Financial
Benefits advice schemes
112,820
Welfare Rights team
26,803
Financial Guidance Service
10,546
Grants
30,611
What this means
Our expert financial support and
guidance service makes sure
people affected by cancer don’t
face money worries alone.
10
Note: The totals in the centre section add up to more than 9.9 million due to rounding. The 1.6m instances of personal support and the totals shown in the
lower section of this page do not necessarily represent unique people we helped, as some received support through more than one Macmillan service.
Information
Support Line
148,826
Learning and development
4,505
What this means
Having access to the right
information enables people
affected by cancer to feel more
in control and less stressed.
Practical and emotional
Social workers and family
support workers
29,020
Practical and emotional support 30,113
What this means
We can help people cope with the
emotional effects of cancer and
also provide practical support to
do everyday things like shopping
and gardening.
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Notes
2012
A cancer diagnosis can be devastating. It can turn lives upside down and leave
many people feeling isolated or lonely, even if they have the support of family
and friends. Macmillan professionals are there to provide expert one-to-one
support to people affected by cancer.
Macmillan funds a host of professionals. These
include nurses, radiotherapists, dietitians,
speech therapists, and many others. Macmillan
professionals work to improve people’s quality
of care. They coordinate the support people
need, helping them understand their treatment,
manage their pain and deal with the emotional
and practical impact of cancer.
Our support for people doesn’t stop there.
As part of the National Cancer Survivorship
Initiative (NCSI) in England, and through similar
programmes in Scotland, Wales and Northern
Ireland, we’re piloting and testing new services
to support people once their treatment finishes.
We’re also highlighting the benefits of physical
activity for people living with and beyond
cancer. What’s more we’re striving to improve
the quality of cancer treatment and care
buildings, and strengthen support within the
community for people affected by cancer. This
includes addressing the needs of specific groups
such as older people.
12
In 2012 we aimed to:
•pilot 65 newly designed roles offering
one-to-one support, and influence partners
to redesign the cancer workforce by working
as teams that are equipped and skilled to
improve patient experience.
•continue to work as part of the NCSI to
ensure that NHS and social care providers
implement effective models of service
that support people living with and
beyond cancer.
•test and embed more models of physical
activity for people living with and beyond
cancer, and demonstrate their benefits to
commissioners, providers and the public.
•increase the number of professionals we
reach through our learning and
development offers.
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2012
Our achievements included:
•piloting 43 new one-to-one support roles,
including primary care/community care
nurses, support workers and complex case
managers, across 16 sites in the UK. These
roles aim to improve patient experience,
clinical outcomes and cost effectiveness.
A further 13 posts will be recruited in 2013.
We agreed to only select the highest quality
proposals, which led to a reduced number of
posts being piloted.
•increasing the number of Macmillan
healthcare professionals by 7% (327 new
posts) to a total of 5,039, including 224
new nurses and 70 new allied health
professionals. We also increased the number
of Macmillan GPs to almost 200.
•agreeing, as part of the NCSI, to prioritise
the introduction of a package of services
to support people living beyond cancer.
Services include holistic needs assessments,
personalised care plans, treatment
summaries, follow-up reviews by GPs, and
health and wellbeing clinics.
•highlighting the benefits of physical activity,
such as improved health outcomes and
increased emotional wellbeing, through our
Move More campaign. We also agreed a
three year partnership with the Ramblers
to operate England’s Walking for Health
scheme, which has 3,400 weekly walks,
70,000 regular participants and 10,000
volunteers. In addition, we funded the Paths
for All programme in Scotland, and in Wales
we developed three pilots that signpost
cancer patients finishing treatment to the
Welsh National Exercise Referral Scheme.
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Notes
•providing learning and development to
5,943 professionals through courses, grants
and events, including training 50 GPs on
influencing the local commissioning of
cancer services.
•opening three new cancer centres in
Northampton, London and Antrim.
•promoting the findings from a pilot on the
best models of care to improve cancer
treatment outcomes for older people, and
launching our Age Old Excuse campaign.
What are our plans for our
healthcare services?
•We will work with partners to identify
opportunities to improve cancer
pathways by developing teams of
Macmillan professionals and providing
learning and development to help them
improve patient experience.
•We will continue to develop and roll out
innovative tools to support people living
with and beyond cancer.
•We will raise awareness of the positive
impact of physical activity and will
develop new partnerships with leisure
providers to encourage GP referrals
to make it easier for people affected
by cancer to stay active.
•We will continue to influence and
campaign for older people to be offered
care and treatment based on their
needs, and not on their age.
•We will complete four building projects
consisting of palliative care units and
two chemotherapy suites at Oban,
Melrose, Livingston and Lochgilphead.
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Contents
A cancer diagnosis can throw up a lot of questions, making the feelings
of isolation and loneliness that so many people go through even worse.
That’s why Macmillan is dedicated to making sure everyone affected
by cancer can find the answers they need, without having to look too far.
From our booklets to our website and from
our information centres to the Macmillan
Support Line, Macmillan provides free, expert
cancer information and confidential support in
a number of ways.
These services mean that people can share
their concerns, understand their illness and
get the support they need so they feel
less alone. We want to make sure cancer
information and support is always easy to
find, which is why we’re always striving to
make our services available in new ways –
whether in local communities, on the high
street or in other public places such as libraries.
•increase the integration of our information
and support services, ensuring that they
are personal and joined-up for those who
access them.
•increase our reach through our local
information and support services, the
Macmillan Support Line, our mobile
information centres and our digital channels.
•maintain our accreditation to the
Department of Health Information Standard
for all Macmillan information content and,
in partnership with the National Cancer
Intelligence Network, build and test an
information solution that gives people living
with cancer (initially those with bowel cancer)
access to data that helps them to make
choices about their treatment.
•starting work to integrate the Macmillan
Support Line with our mobile information
and support services, and with the internet
through a series of web chats and a
successful Facebook pilot.
•exceeding our targets by reaching 353,831
people through our information and support
centres, answering 148,826 calls, emails
and letters to the Macmillan Support Line,
and helping over 58,620 people through our
mobile information units.
•maintaining our accreditation to the
Department of Health Information Standard
and providing information materials to
over 3.7 million people, an increase of
21% on 2011.
16
•developing an information solution with the
National Cancer Intelligence Network to
help people with bowel cancer access data
to make informed decisions about their
treatment and care. The tool will be rolled
out for five other cancers in 2013.
•developing 27 new local information and
support services across the UK, bringing
the total to 171.
•successfully launching our partnership with
Glasgow Life to make cancer information
and support available in community libraries
across Scotland.
•training 1,074 Boots Macmillan Information
Pharmacists, who provided information and
support to 20,580 people affected by cancer
in Boots stores across the UK.
•launching the Macmillan Organiser, a tool
that helps people manage their cancer
treatment and keep track of appointments.
Over 8,000 copies were distributed.
•producing an advance care planning toolkit
for people at end of life in England and
Wales. A total of 5,000 copies were ordered
in the first six weeks.
•supporting 135 NHS Trusts in England to
offer personalised information to people with
cancer through information prescriptions,
and developing three pilots for tailored
information for people of Scotland.
2012
What are our plans for our
information and support services?
•We will improve information and
support services by strengthening
integration with other Macmillan
services and equipping staff with
the skills to support shared decision
making and provide personal support
to people affected by cancer.
•We will begin to ensure that services
are quality assessed in accordance
with our new Macmillan Quality
in Information and Support
Services Standard.
•We will answer 207,000 calls to the
Macmillan Support Line and reach
56,000 people through our mobile
information services.
•We will increase the number of Boots
Macmillan Information Pharmacists
and provide them with information on
the issues faced by people living with
and beyond cancer.
•We will redesign our website to
improve navigation and user
experience, making it easier for people
to find the information and support
that they need.
•We will develop eight new local
information and support services
across England and Wales, and
explore further service development
opportunities in Scotland and
Northern Ireland.
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Contents
Notes
When someone is faced with a cancer diagnosis, having to worry about paying
the bills is the last thing they need. Yet research shows that 83% of people living
with cancer experience a drop in income and/or increased costs. That’s why
Macmillan provides a range of financial guidance and support.
This includes one-off Macmillan grants to help
people on low incomes pay for essentials such
as heating or clothing. What’s more, our local
benefits advisers, Welfare Rights team and
Financial Guidance Service are on hand to help
people claim the benefits that they are entitled
to and make informed financial decisions.
•award £10.5 million in Macmillan grants
to up to 42,000 people.
•help over 117,000 people access more than
£200 million in benefits.
•support 19,000 people affected by cancer
to make financial decisions through our
Financial Guidance Service.
• deliver a campaign on cancer poverty.
•awarding £8.5 million in Macmillan grants
to 30,611 people. In 2012 we communicated
our move towards smaller, less frequent
grants, and this led to a reduction in the
number of applications. We took action
to address this by targeting areas of greatest
need across the UK, but did not achieve
our targets.
•helping 139,623 people affected by cancer
secure £229.6 million in benefits through
our benefits advice services, 15% more
than in 2011.
18
•supporting 10,546 people affected
by cancer to achieve financial gains
of £7.5 million through our new pilot
Financial Guidance Service. Although
we did not achieve our target as fewer
people used the service than anticipated,
those we helped highly rated the guidance
they received.
•securing £497,985 worth of gifts in
kind from other organisations, through
the Macmillan grants team, on behalf
of people affected by cancer.
What are our plans for our financial
help and support services?
•We will continue to provide financial
support, including helping 29,000
people to access £44.5 million in
benefits through our Welfare Rights
team and supporting 33,000 people
to access £9.5 million through
Macmillan grants.
•We will deliver more integrated
financial support to help with the
range of money worries that people
affected by cancer have.
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Contents
Notes
Staying on top of everyday things can be difficult for someone with cancer,
not to mention families and carers. However thanks to our growing number of
volunteers and professionals, there’s a team in their corner offering help with
everyday tasks and a listening ear.
The practical support we offer includes help
with things like shopping, gardening, and
travel to and from hospital. We also provide
emotional support for patients, family members
and loved ones during a very difficult time in
their lives. And we help people affected by
cancer meet others who have gone through
similar experiences – whether it’s through
our own online community, or by signposting
to buddying schemes and self-help and
support groups.
•strengthen our expertise in social care
and put plans in place to achieve greater
integration between the health and social
care systems.
•leverage our relationship with the Society of
Local Authority Chief Executives (SOLACE).
•increase the number of volunteer-based
practical and emotional services.
•deliver a marketing campaign to raise
awareness of the needs of carers of people
with cancer, and signpost them to support
available from Macmillan.
•expanding our in-house social care expertise,
and providing additional support through
the Macmillan Support Line as 50% of calls
received involve social care questions.
•continuing our partnership with SOLACE to
improve the provision of health and social
care for people affected by cancer.
•developing 21 new Macmillan in Every
Community projects to provide practical
and emotional support to people affected
by cancer, helping them to cope with their
condition and remain in their own homes.
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•supporting 92 patient and carer self-help
and support groups, bringing the total
to 671, and growing our online community
of people affected by cancer to
68,000 members.
•increasing the number of people accessing
support online to 4.7 million, 810,221
(21%) more than in 2011.
•raising public awareness of carers of people
with cancer, which saw a 463% increase
in visits to the carers section of our website
and a 30% rise in calls from carers to the
Macmillan Support Line.
What are our plans for our practical
and emotional support services?
•We will develop 48 new volunteerled practical and emotional support
schemes.
•We will continue to facilitate peer-to-peer
support through our online community
by gaining another 12,000 members.
•We will continue to raise public
awareness of carers and their rights,
and to signpost to sources of support.
•We will establish a further 50 self-help
and support groups, and develop five
additional Connecting Communities
projects (corporate partnerships that
bring together support groups based
on common areas of interest).
21
Contents
Cancer is the toughest fight most of us will ever face – but no one should
go through it alone. That’s why Macmillan is passionate about making
sure everyone affected by cancer gets the support they so desperately
need. Our team listens to what people tell us is important and then we
make their voices heard.
We raise awareness of the realities of living with
cancer and increase the profile of important
issues. We inspire people to join our campaigns
and speak out for those with the illness. We
influence policy-makers and commissioners
to improve access to benefits and support
for people with cancer, and work with them
to enhance patient experience. Ultimately,
we change the way that cancer services are
delivered. Our work includes piloting new
services that show how the system can – and
should – be redesigned to improve the lives of
the growing number of people living with and
beyond cancer.
•continue to build awareness and
understanding of Macmillan by engaging
professionals and inspiring them to direct
people towards our services.
•progress the pilot projects in Manchester
and Northern Ireland and with University
College London Hospital, evaluate the
findings and launch further large-scale
system redesign projects.
•influence health and social care legislation,
NHS reforms and the implementation
of the Welfare Reform Act on behalf of
people affected by cancer in England.
•influence governments in Scotland, Wales
and Northern Ireland to implement their
manifesto commitments and roll out
patient experience surveys, similar to
the one in England.
22
•influence and support those providing cancer
services to improve quality of care, outcomes
and patient experience.
•improving awareness of Macmillan, with
60% of people diagnosed with cancer aware
of Macmillan compared to 44% in 2011.
•delivering a UK wide engagement campaign
to professionals, during which registrations
for our resources increased by 60%.
•raising awareness of key issues for people
affected by cancer through successful media
campaigns such as Age Old Excuse, Move
More, Carers, Patient Experience Survey and
Putting the Fair into Welfare.
•the Macmillan brand being ranked number
one by the Charity Brand Attributes monitor
for seven out of the top ten brand attributes,
including: trustworthy; compassionate and
caring; supportive and helpful.
•opening the University College Hospital
Macmillan Cancer Centre in April. The
centre is the first of its kind, integrating and
personalising care and support for people
with cancer from diagnosis and throughout
treatment. On average 7,300 people are
seen at the centre every month.
•starting to redesign breast and lung cancer
services across Manchester by working with
NHS partners and Clinical Commissioning
Groups in the city, with a view to enhancing
service integration, improving patient
experience and ensuring better use of
resources in health and social care.
•working with the Scottish government and
the Department of Health in Northern
Ireland to redesign the way that follow-up
care is provided after treatment.
•securing significant concessions in the
Welfare Reform Act to protect patients
undergoing and recovering from cancer
treatment from losing their benefits.
•ensuring that our Counting the Cost of
Cancer campaign calls were included in
the Cancer Delivery Plan in Wales.
•gaining extended government funding in
Scotland for cancer centre benefits and
financial advice services.
•securing a winter fuel payment for cancer
patients in Northern Ireland undergoing
treatment or at end of life, and successfully
influencing the cancer commissioning plan
for 2012/13.
•successfully having the principle of free
social care at end of life reflected in the
English government’s Care and Support
White Paper, and leading a coalition to
ensure globally recognised standards for
end of life care is at the core of the new
NHS Mandate.
•safeguarding the long term future of cancer
networks in England as strategic clinical
networks, and also including one and
five year survival rate metrics in the NHS
Outcomes Framework and Commissioning
Outcomes Framework in England, which
are used to benchmark the quality of
NHS services.
•producing a performance league table
of England’s NHS Trusts based on the
2012 Cancer Patient Experience Survey,
as well as top tips on how to improve
patient experience.
•securing government commitments to
undertake national cancer patient experience
surveys in Wales and Northern Ireland.
2012
We will continue to work towards achieving
this in Scotland.
•having our national framework for
improving patient experience, the Values
Based Standard, cited as best practice by the
Parliamentary Health Services Ombudsman,
and setting up four collaborative projects
with 20 partners to support
its implementation.
What are our plans for raising
awareness and influencing policy
and system change?
•We will increase our engagement with the
new health and social care structures in
England and influence the NHS reforms.
•We will continue to influence national
policy and legislation across the UK,
prioritising social care, end of life care
and care for older people, and improving
patient experience.
•We will influence system change by
continuing with the projects we started in
2012 at UCLH (London) and in Northern
Ireland, Manchester and Scotland, and
by investing in a further seven projects
across the UK.
•We will develop and pilot a
commissioning support function to
provide commissioners with strategic,
evidence-based advice on how to
improve clinical outcomes and
patient experience.
•We will campaign on the cost of cancer
and influence governments to address the
risks that welfare reform policy poses to
cancer patients.
•We will continue developing our
approach to professional engagement,
and campaign to increase awareness of
Macmillan amongst professionals.
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Contents
Notes
By 2030 there will be four million people living with and beyond cancer
in the UK, creating a huge increase in demand for support. To be there
for everyone who needs us, we need to provide more of our vital services.
But we can’t do it alone.
We need to inspire more people to join our
team and take action, whether it’s through
donating money, raising funds, giving their
time, campaigning for us, or sharing their
experiences. That’s why we’re working hard to
create even more opportunities for people to
get involved, and supporting them to develop
their skills so they can really improve people’s
lives. We’re also striving to make sure that
everyone who gets support from Macmillan has
a positive experience and feels inspired – just
like Bill and his family were inspired by their
nurse Tony. Together, we can make sure no
one faces cancer alone.
•increase our network of Cancer Voices, and
enable more people affected by cancer to
give time and support through national and
local campaigns, fundraising, and projects
that improve cancer care.
•continue to strengthen our engagement with
professionals through targeted events.
•measure the quality of customers’
experiences, clarify where volunteers can
make the most impact, and ensure that we
are effectively matching volunteers’ skills
with opportunities.
•creating a new online volunteering system
that matches volunteers with opportunities in
their local area.
•launching our first Macmillan Excellence
Awards to publicly recognise the efforts of
15 exceptional Macmillan professionals and
teams. Awards are given for excellence in
improvement, innovation, partnership
and teamwork.
24
•supporting 2,653 Cancer Voices to act as
advocates, service improvers and activists,
an increase of 18% on 2011. Our annual
Cancer Voices conference was the largest
to date, and 150 of those who attended
committed to joining new local Healthwatch
organisations – NHS patient involvement
bodies – on our behalf.
•inspiring 115,000 people to give their time
and host a World’s Biggest Coffee Morning.
We raised £15 million, £4.9 million more
than in 2011.
•implementing surveys for customers
using the Macmillan Support Line and for
supporters. In every survey, 71% or more
of people were extremely or highly satisfied
with their experience of Macmillan.
•securing 273,233 new supporters, 46%
more than in 2011.
•recruiting 7,000 e-campaigners, bringing
the total to 30,000.
What are our plans for inspiring millions
to take action?
•We will continue with our ‘Not Alone’
campaign to inspire millions more people
to get involved and support us.
•We will recruit 10,000 e-campaigners
to be actively involved in our campaigns.
•We will help more Cancer Voices
become involved in their local
Healthwatch organisations to influence
the commissioning of cancer care
in their area.
•We will continue to measure customer
satisfaction through surveys, and will
continually improve customer experience.
25
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Notes
To achieve our Nine Outcomes by 2030, we need to be confident that we are
heading in the right direction. We need the right staff in our team and we need
the skills and systems in place to make sure we can deliver our work effectively.
•develop and embed our corporate strategy
through a clearly defined three to five
year plan.
•strengthen evidence about the impact of
what we do through the development of an
evidence plan and the implementation of a
corporate balanced scorecard.
•deliver the Macmillan people strategy, which
focuses on inclusion, wellbeing, performance
management, development and our values.
•continue to develop our skills and capabilities
by testing and rolling out new social media
training, completing the development
programmes within the service development
and fundraising teams, and embedding a
new project management framework.
•developing a three year plan and budget,
including seven programmes with agreed
priorities for delivering our strategy.
•beginning to develop an evidence plan to be
finalised in 2013, drawing up an evaluation
strategy, and creating local routemaps
that look at the needs of people affected
by cancer in a local area, the solutions
Macmillan is putting in place to address
these needs, and what impact they will have.
•producing a series of reports to present
cancer evidence about different groups of
people affected by cancer, for example,
older people, people of working age, people
at end of life, carers, and people living with
the 10 most common cancers.
•continuing work on the corporate balanced
scorecard to define the first set of metrics.
We decided to finalise this in 2013, when
work on the three year plan will be complete.
26
•delivering against our people strategy,
including strengthening our recruitment
process, and creating a new learning and
development pathway that focuses on
developing staff capability and skills. We
also offered management development
support to drive high performance and
staff wellbeing, and invested in various other
development programmes, including one
to support significant changes to the ways
in which our service delivery teams work.
•rolling out our new project management
framework.
What are our plans for our people
and our infrastructure?
•We will prioritise the development of
skills for our fundraising, volunteering
and service development teams.
•We will embed our corporate strategy
and new three year planning process,
and continue to improve the way that
we report on our impact.
•We will establish a Cancer Population
Evidence Programme to develop our
understanding of people living with
cancer and build our evidence base
so that we can influence change.
•We will improve our systems for
managing customers, finances
and services, resulting in better
management information and
enhanced decision making.
27
Contents
2012 was a very strong year for us despite the ongoing uncertainty of the
economic climate. Thanks to our donors’ generosity and the huge commitment
of our volunteers and staff, we brought in a record total income of £155.7
million, an increase of 8% on 2011. At the same time we increased our
charitable expenditure by 6% to a record £111.7 million. We have
budgeted for further growth in charitable spend in 2013.
The need for our work is growing and is set
to increase significantly as the number of
people living with and beyond cancer rises
from just over two million at present to
a forecast four million in 2030. The number
of people aware of how we can help is rising
strongly, as is the number of people we
are reaching. Thankfully, we also have
an incredibly loyal, committed and growing
network of supporters who can help us
reach and support those who need us.
Our firm intention remains to increase
charitable spend progressively as we continue
to extend the reach of our services. As we add
new services to our traditional work, such as
Macmillan nurses and Macmillan grants, we
need to identify how best to fund these new
programmes. In some cases this may add
to our fixed costs. Our ambition to grow our
reach, therefore, sits alongside the need to
take time to ensure we get any new ways
of funding right.
We remain positive about the future, having
done much in recent years organisationally
and financially to ensure we are in good
shape for both the short and the long term.
We are not dependent on government money
and we have a strong and diverse portfolio
of fundraising streams, having consistently
invested in fundraising for many years now.
We have a flexible charitable spend model
which allows us to adjust the shape of our
spend to maximise our impact on people
affected by cancer.
Crucially, we have the volunteers and staff
who can meet whatever financial challenges
lie ahead to ensure that we continue to reach
more and more people who need our help.
Therefore, as trustees, we are positive about
the future prospects of Macmillan Cancer
Support and its subsidiary trading companies.
How we raised our money
Our total income grew by 8% to £155.7 million.
Our income has always come mostly from
voluntary giving and fundraising and last year
was no different. Over 98% of our income,
£152.8 million, came from voluntary sources,
with the remaining 2% coming from investment
income and government grants.
Legacies were stable on the previous year at
£51.2 million. Legacies remain our biggest
source of revenue, contributing just over a third
of our total voluntary income. This is why it
makes sense for us to continue our long term
investment behind legacy development, even
though we cannot be sure of growth in legacy
income in the short term.
Our direct marketing income grew by over
24% to a record £32 million. We continue
to invest significantly in this area which
has shown consistent growth and return
on investment over many years.
The World’s Biggest Coffee Morning was
a fundraising highlight for the year, generating
more than £15 million, close to a 50% increase
on 2011. For this reason we will continue
to invest in this flagship fundraising event.
We have more than 600 volunteer fundraising
committees across the UK who generated total
income of £7.9 million in 2012, a remarkable
achievement given the ongoing challenges
of the economic environment.
We are still very much committed to investing
in income streams that are important for our
future, such as direct marketing. In the short
term, this increases our fundraising costs
because the resultant income will be spread
over future years. We will continue to monitor
the results of these investments carefully and
keep a very close eye on all our costs and
fundraising activities to make sure we are
making the most of the money we invest
in them.
28
2012
How we spent our money
You can find a summary of our £111.7 million
charitable expenditure in 2012 on page 34.
Pages 13 to 26 explain what we do and provide
the context to this spend.
In 2012, we were able to move forward with
both our new and established programmes
to reach and support more people affected
by cancer than ever before.
We increased the number of Macmillan
professional posts by 1,550 in 2012. This
included 327 new nurses, doctors and allied
health professional posts, and 1,074 Boots
Macmillan Information Pharmacists. This
meant we had a total of 7,267 Macmillan
posts at year end.
We also provided Macmillan grants to 30,611
people in 2012. Although the number of
people supported remained relatively static
over 2011, our total spend went down by
19% to £8.5 million as a result of a planned
decrease in the average grant value, to enable
more people to benefit from our grants in
the long term. Initial take-up was slower than
expected, but demand is now rising and we
plan to increase the number of people
we help in 2013 to 42,000. We also spent
£9 million on buildings, and £14.4 million
on information services.
We spent £7.9 million on our Welfare Rights
helpline and benefits advice service. Our
Welfare Rights team helped to secure more
than £38.6 million in unclaimed benefits
for people affected by cancer. Our separate
network of benefits advice schemes also helped
to secure over £191 million in unclaimed
benefits. In addition we spent £1.9 million on
our Financial Guidance Service which helped
people affected by cancer to secure financial
gains of £7.5 million.
You’ll find a more detailed analysis of our
spend in note 7 to the financial statements
on page 50.
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Contents
2012
Reserves
Target range
As a dynamic organisation relying almost
entirely on voluntary giving, we need to hold
adequate reserves so that we can react both to
challenging economic times and to unexpected
opportunities to support people affected by
cancer. We also need to ensure that we have
enough reserves set aside to cover any future
pension commitments. At the same time, we
always aim to maximise the money we can
spend now to support people affected by
cancer.
Each year, the trustees review the amount of
money we keep in our general reserve fund
to ensure that we get this balance right. Our
current target level of £20 million for general
reserves, with a target range of between
£10 million and £30 million, is unchanged
since 2011. Our reserves level reflects the
strong liquidity in our Balance Sheet and
the flexibility of our grant-giving activities.
Actual reserves
Following our planned deficit in 2011, we
planned for another deficit in 2012 as we
again deliberately increased charitable spend
above our expected net income. The deficit
of £5.4 million for the year meant our
general reserves stood at £35.1 million
at 31 December 2012.
In 2013, to enable us to again increase our
charitable spend so we can reach and support
even more people affected by cancer, we have
budgeted for a further deficit. This means that
our general reserves are budgeted to be around
£30 million at December 31 2013, which is at
the top end of the agreed target range.
Our investments
Long term funds
At 31 December 2012, the market value of this
portfolio was £39.2 million. The portfolio has
been managed on behalf of the trustees by
JP Morgan Private Bank since 2003. Its job is
to maximise the overall growth of these funds
through investment in various different asset
classes while ensuring that the risks taken are
carefully monitored, managed and controlled.
We are also mindful of the possible need to
liquidate some of these assets at short notice
and liquidity therefore plays an important part
in the factors we consider in asset allocation.
We’ve also made it clear that our funds must
not be directly invested in tobacco stocks.
In 2012, the value of our portfolio increased
by £3.3 million following the reduction of
£1 million in 2011. We regularly review
the strategic asset allocation that defines
our investment approach and believe that
our current allocation is appropriate. The
performance of JP Morgan is regularly
monitored by the trustees against agreed
benchmarks. Over the period since JP Morgan
started managing our long term funds, they
have exceeded the agreed benchmark.
Other funds
At 31 December 2012, we had unpaid but
committed charitable grants of £126.2 million,
about a third of which are due to be paid out
in 2013.
We hold the funds to meet these grant
commitments either on deposit with our
bankers, or invested in highly-rated money
market funds, or a managed portfolio of
highly-rated, short-duration, governmentbacked bonds.
At 31 December 2012, all holdings that
mature within one year are shown as short
term investments in the financial statements.
Holdings that mature after one year are shown
as fixed investments along with the long term
funds.
The trustees regularly monitor these funds to
ensure the security of this money, as well as
reviewing the investment performance. The
trustees are satisfied that these funds are
prudently invested and will continue to monitor
their status very closely.
Pension schemes
Our defined benefit pension scheme was closed
to future accruals on 30 June 2010. We now
operate a defined contribution stakeholder
pension scheme for eligible employees.
The Financial Reporting Standard 17 (FRS17)
valuation of the defined benefit pension scheme
at 31 December 2012 showed a surplus of
£7.4 million, unchanged from 2012. In
accordance with FRS17, this surplus is not
recorded as such because Macmillan has
no claim on the assets of the scheme and,
instead, a nil valuation is shown as in 2011.
2012
Our grant-making policy
Macmillan develops cancer services in
partnership with other organisations,
particularly the NHS. Macmillan has a team
of development managers who work with
partner organisations in their locality to develop
the requirements for the service, negotiate
the funding for the service (the standard
arrangement is that Macmillan funds the service
for an agreed period and then the partner
organisation picks up the ongoing funding),
recruit the professional to deliver the service
and monitor the ongoing delivery of the service.
We also give Macmillan grants to individuals
who can demonstrate financial hardship,
something we have done ever since we were
founded more than 100 years ago. Typically,
grants are around £250 and offer people a
speedy financial lifeline when serious financial
problems connected with cancer arise. A grant
enables people to purchase essential items like
a new washing machine, fridge or services, or
to pay for unavoidable expenses such as fuel
bills or travel costs.
Financial risks
We have no borrowings and, as stated above,
our investment and reserves policies are set to
ensure we manage our risks and ensure we
have adequate liquidity to meet liabilities as
they arise. Our investment activities expose us
to some risk of changes in foreign currency
exchange rates. We use foreign exchange
forward contracts to hedge the majority of this
exposure. All other assets and liabilities are
held in sterling. Credit risk on amounts owed
in respect of incoming resources is low.
The formal triennial valuation as at 31
December 2010, was completed in 2011
and showed a small surplus of £0.1 million.
30
31
Contents
2012
Despite continuing economic uncertainty, we increased our total income
by 8% in 2012 to a record £155.7 million.
Legacies
£51.2 million
The money people leave us in
their wills is the biggest single
source of income we have –
it makes a huge difference.
Trust and corporate
income
Other
£17.6 million
This figure includes grants
received and investment
income.
Corporate donations,
including staff fundraising
and sponsorship and
donations from charitable
trusts, are vital to us.
Direct marketing
£32.3 million
This includes funds raised
via direct debit and cash
donations from supporters in
response to a direct request to
support our vital work.
General donations
£15.8 million
Unsolicited donations from
individual members of the
public are pivotal to our work.
Fundraising events
Local committees
£26 million
£7.9 million
Our inspiring events
programme is a crucial source
of income. It includes national
events such as World’s Biggest
Coffee Morning, challenge
events and local events.
These key funds are raised
by dedicated volunteers
who run events and appeals
for Macmillan in their local
community.
£2.9 million
Donated services
and facilities
£1.2 million
We’re extremely grateful for
services and facilities donated
by third parties.
Merchandising
income
£0.8 million
Simple things like our
Christmas cards, mugs,
toys and badges all add up
to a significant amount
of income.
Our total income
£155.7 million
32
33
Contents
We spent a record £111.7 million on services for people affected by
cancer in 2012, 6% more than in 2011.
Healthcare
£40 million
We fund Macmillan nurses,
doctors, and a host of other
healthcare professionals
who offer essential
one-to-one support.
Financial support
£19.3 million
Our practical, everyday
support includes financial
support and guidance
through the Macmillan
benefits advice service and
Macmillan grants. These help
with the additional expense
of living with cancer.
Information and
support
£17.7 million
We give people reliable
information and emotional
support through a wide range
of materials so they can make
important decisions about
their cancer care.
2012
Campaigning and
raising awareness
Inclusion
£15.3 million
We want everyone affected
by cancer to receive the
support they need no matter
who they are, what type of
cancer they have or where they
live – we assess services on
their human rights standards
and campaign for equality
of care. Our Cancer Voices
ensure that the experience
of people affected by cancer
is recognised and included
in the improvement of
cancer services.
We raise understanding of
the support that Macmillan
provides so that all those who
need our help know how to
get it. Based on what people
affected by cancer tell us is
important to them we raise
awareness of the realities
of living with cancer and
campaign and influence for
the changes that are needed.
Practical and
emotional support
£12.9 million
£1.7 million
Total charitable
We deliver a range of services
to help people deal with the
practical and emotional issues
of living with cancer. These
include help with travelling to
and from hospital, shopping
and gardening, or support
through buddying or self-help
and support groups.
£111.7 million
Learning and
development
£50.3 million
£4.8 million
We provide a range of
training and development
opportunities for health and
social care professionals,
people affected by cancer and
volunteers.
Governance £1 million
Fundraising
Other
£0.3 million
Our total
expenditure
£163.3 million
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35
Contents
Objects of the charity
The objects of the charity included within the Articles of Association are:
a)to provide support, assistance and information directly or indirectly
to people affected by cancer
b)to further build cancer awareness, education and research, and
c)to promote and influence effective care, involvement and support
for people affected by cancer.
Powers and delegations
Under Macmillan’s Articles of Association, which
govern the relationship between Macmillan’s
Board and its members, and subject to certain
matters reserved to members, Macmillan’s
Board holds all of the charity’s powers and
authorities. The Board meets regularly during
the year to consider, determine and review
Macmillan’s strategies, policies, budgets, plans
and performance and to receive reports from
senior managers. The Board has delegated
some of its powers and responsibilities to
its Finance and Legal, Investment, Audit,
Nominations and Remuneration Committees.
The Board maintains and keeps under review
a scheme of delegation which defines key
matters reserved to the Board, while delegating
authority over management and operational
matters to the Chief Executive. The Board
authorises sub-delegation by the Chief
Executive to Executive Directors and other staff.
The Board discusses the work it carries out and
the policy decisions it makes with Macmillan’s
Council. The Council also passes on the views
and opinions of Macmillan members to the
Board. Members of the Council are appointed
by the Board for a three-year term and must be
Macmillan members. The Board is advised on
clinical matters by the Clinical Advisory Board.
36
Membership
The members of Macmillan Cancer Support
are entitled to attend its Annual General
Meeting and to vote on important decisions
affecting Macmillan. Macmillan’s volunteers,
staff, professionals and committee members
of the charity are entitled to become members.
Membership is also open to anyone who, in the
opinion of the Board, deserves to be a member.
Members guarantee to contribute an amount
not exceeding £1 to the assets of the charity
in the event of the organisation winding up.
The total number of such guarantees on 31
December 2012 was 8,707 (2011: 8,941).
The trustees
The trustees, who are also directors under
company law, who served during the year, and
up to the date of this report, are as follows:
Tara Donnelly
Dr Derek Douglas CBE
(term of office ended 12 July 2012)
Andrew Duff
Professor Timothy Eisen
Dr David Evered
Simon Heale (Treasurer)
Clare Hollingsworth
Sue Kirk
Kenneth Lacey
Joe MacHale
(term of office ended 12 July 2012)
Julia Palca (Chairman)
Sir Joseph Pilling KCB
Simon Prior-Palmer
Sir Hugh Taylor KCB
Suki Thompson
Dr Gareth Tuckwell
Simon Heale retires from the Board at the
forthcoming Annual General Meeting and
offers himself for re-election for a further
three-year term. Simon Prior-Palmer and Dr
Gareth Tuckwell will stand down from the
Board at the 2013 Annual General Meeting.
Appointment and induction of the trustees
The trustees of the charity are the members of
the Board. Members of the Board are elected
by the members of the charity at the Annual
General Meeting and, subject to re-election or
early retirement, serve for a three-year term.
The Board has the power to fill casual vacancies
by appointment until the next Annual General
Meeting. The Board’s Nominations Committee
meets regularly to review the structure, size and
composition (including the skills, knowledge
and experience) of the Board and makes
recommendations to the Board with regard to
any adjustments that are deemed necessary.
For new trustees, Macmillan has a wide-ranging
induction programme, which is also open to
existing trustees to attend. The programme
includes visits to Macmillan services, coverage
of the charity’s aims and how they are being
fulfilled, the role and duties of the trustees,
company and charity law and governance,
and financial and risk management. Further
ongoing training is arranged for trustees
individually or the Board as a whole as needed.
Number of meetings held in 2012
Board of Trustees 7
Finance and Legal Committee 6
Investment Sub-Committee
2
Remuneration Committee 2
Audit Committee 5
Council 2
Nominations Committee 2
2012
Internal controls and risk management
Macmillan has a comprehensive annual
planning and budgeting process which is
approved by the trustees. Planning is based on
assessment by Macmillan’s regional and UK
management of the need for local and national
improvement in cancer services. The planning
also considers future trends and external
factors, including the readiness of prospective
partners in health and social care to deliver
services with us.
We have a system of financial reporting which
compares actual results against the phased
budget on a monthly basis. Internal controls are
subject to regular review by Macmillan’s Internal
Audit team, which carries out a programme
of regular reviews throughout Macmillan and
reports to the Audit Committee.
As part of the annual planning and
budgeting process, Macmillan prepares a
risk management plan, which is approved
by the Audit Committee and the Board. The
plan identifies the most significant risks to the
charity, scores these risks by how likely they are
to happen and what effect they would have
on the organisation, indicates which controls
are in place and the actions that are planned
to mitigate each risk, and names the Executive
Director responsible for overseeing them and
monitoring whether the risk is increasing
in severity.
In 2012 we reviewed and revised the way in
which risks to the achievement of our strategy
are categorised and assessed. We have moved
towards a broader focus on the resilience of
whole systems through ‘risk aggregation’. This
has resulted in a simplified plan which focuses
discussion on acceptance of risk and whether
additional actions are required to reduce the
current level of risk further.
We have categorised our main risks into three
broad areas: the risk that we do not have
sufficient funds to meet our charitable objectives
(financial risk); risks to existing assets caused by
failures in operational processes (operational
risk); and risks to future activities and growth
37
Contents
2012
due to a failure to respond to the external
environment or flawed planning assumptions
(strategic risk).
Regular review of the risk register informs our
strategic planning process and is an integral
part of our assurance framework, feeding into
the annual Internal Audit Plan. Our Internal
Audit function checks that controls are effective
and actions identified through the risk review
are completed, and reports on progress to the
Audit Committee and the Board.
Statement of responsibilities of the trustees
Macmillan’s trustees, who sit on Macmillan’s
Board and are also directors of Macmillan
Cancer Support for the purposes of company
law, are responsible for preparing the trustees’
annual report and the financial statements in
accordance with applicable law and United
Kingdom Accounting Standards (United Kingdom
Generally Accepted Accounting Practice).
Company law requires the trustees to prepare
accounts for each financial year which give
a true and fair view of the state of affairs of
the charitable company and the group, and
of the incoming resources and application
of resources, including the income and
expenditure of the charitable group for that
period. In preparing these financial
statements the trustees are required to:
•select suitable accounting policies and
then apply them consistently
•observe the methods and principles
in the Charities Statement of
Recommended Practice
•make judgements and estimates that are
reasonable and prudent
•state whether applicable UK Accounting
Standards have been followed, subject to
any material departures being disclosed
and explained in the financial statements
•prepare the financial statements on the
going concern basis unless it is inappropriate
to presume the charitable company will
continue in business.
The trustees are responsible for keeping
proper accounting records that disclose with
38
reasonable accuracy at any time the financial
position of the charitable company and enable
them to ensure that the financial statements
comply with the Companies Act 2006, Charities
and Trustee Investment (Scotland) Act 2005 and
The Charities Accounts (Scotland) Regulations
2006 (as amended). They are also responsible
for safeguarding the assets of the charitable
company and the group and taking reasonable
steps for the prevention and detection of fraud
and other irregularities. The trustees have
overall responsibility for Macmillan’s internal
controls and the Audit Committee reviews
internal risks and monitors the performance
of management in controlling these risks.
In so far as the trustees are aware:
•there is no relevant audit information of
which the charitable company’s auditors
are unaware
•the trustees have taken all the steps that they
ought to have taken to make themselves
aware of any relevant audit information and
to establish that the auditors are aware of
that information
The trustees are responsible for the
maintenance and integrity of the corporate
and financial information included on the
charitable company’s website. Legislation in the
United Kingdom governing the preparation and
dissemination of financial statements may differ
from legislation in other jurisdictions.
The trustees confirm that they have complied
with their duty under the Charities Act 2011 to
have due regard to the public benefit guidance
published by the Charity Commission in
determining the activities undertaken by
the charity.
Macmillan has its UK office in London, and
national and regional offices in Scotland
(Edinburgh), Wales (Pencoed), Northern Ireland
(Belfast) and York and Andover in England.
Legal and administrative details
Legal and administrative details are given
on page 64.
Employment policies and involvement
We are committed to recruiting, developing and
retaining the best people for the job, including
persons that become disabled during their
employment, based on merit, and through
offering all of our staff and job applicants
equality of opportunity and fair treatment.
They will not be unfairly discriminated against,
either directly or indirectly, on the grounds of:
colour, race, nationality or ethnic or national
origins; religion; gender; marital status; sexual
orientation; disability; age; spent convictions; or
membership/non-membership of a trade union.
We are also strong advocates of equal rights
externally and are lobbying many employers to
improve the lives of people living with long term
conditions including cancer.
Macmillan operates a policy of equal pay
and aims to ensure that salaries reflect the
knowledge, skills, responsibilities and personal
competencies required for the satisfactory
performance of each job. We use objective
job evaluation to determine our job levels and
associated salaries. Salaries are also set in the
context of the jobs market and comparisons are
made with similar jobs in other charities and
relevant organisations. Our reward strategy and
related policies are set and monitored by the
Remuneration Committee.
We have formal employee consultation via the
Macmillan Staff Consultation Forum, which
comprises 22 representatives from across the
charity who meet three times a year and whose
views are reported at Executive Strategy team
meetings. Around a third of our staff attend our
annual Staff Conference and we hold Leadership
Forums with senior managers twice yearly. We
cascade highlights from every Executive Strategy
team meeting. We regard ongoing, regular
engagement with our employees as a top priority.
All new employees and trustees attend Macmillan
induction events attended by our Chief Executive
and other senior Macmillan staff.
Environmental policy
We are working towards a ‘greener’ future
by taking practical action to reduce, as far
as possible, the effect our activities have
on the environment. In 2012 a staff Eco
Committee was set up and we were audited
for our environmental performance by the
South West London Environmental Network
(SWLEN). We will strive to implement SWLEN’s
recommendations, especially where these have
no additional cost.
Subsidiaries
Macmillan Cancer Support has four subsidiary
companies that are permitted to fundraise to
support Macmillan’s work. All of their taxable
profits each year are transferred to the charity.
Macmillan Cancer Support Sales Limited sells
Christmas cards and other items. Macmillan
Cancer Support Trading Limited carries out
fundraising events and activities. Macmillan
Cancer Support Enterprises Limited and
Cancerbackup were dormant throughout 2012.
Note 5 to the financial statements summarises
the results of the subsidiaries, which performed
satisfactorily in 2012.
Related parties
Details of other related parties and connected
organisations can be found in note 17 to the
financial statements.
Volunteers
Our many thousands of volunteers make a big
difference by raising funds, supporting people
affected by cancer and campaigning and
volunteering in Macmillan offices. Macmillan
is hugely indebted and very grateful to every
volunteer for the time they give.
Independent auditors
PricewaterhouseCoopers LLP is the group
and charity’s auditors. A resolution will be
proposed at the Annual General Meeting that
PricewaterhouseCoopers LLP be re-appointed
as auditors for the ensuing year.
Approved by the Board of Trustees and
authorised for issue on 29 April 2013.
Julia Palca, Chairman
39
Contents
2012
To the members and trustees of Macmillan Cancer Support Charitable Company
We have audited the financial statements of Macmillan Cancer Support
for the year ended 31 December 2012 which comprise the Consolidated
Statement of Financial Activities (including an income and expenditure
account), the Balance Sheets, the Consolidated Cash Flow Statement and
the related notes. The financial reporting framework that has been applied
in their preparation is applicable law and United Kingdom Accounting
Standards (United Kingdom Generally Accepted Accounting Practice).
Respective responsibilities of
trustees and auditors
As explained more fully in the Trustees’
Responsibilities Statement, the trustees
(who are also the directors of the Charitable
Company for the purposes of company law)
are responsible for the preparation of the
financial statements and for being satisfied
that they give a true and fair view.
Our responsibility is to audit and express
an opinion on the financial statements
in accordance with applicable law and
International Standards on Auditing (UK and
Ireland). Those standards require us to comply
with the Auditing Practices Board’s Ethical
Standards for Auditors.
This report, including the opinions, has
been prepared for and only for the
Charity’s members and trustees as a body
in accordance with section 44(1)(c) of the
Charities and Trustee Investment (Scotland)
Act 2005 and the Companies Act 2006 and
regulations made under those Acts (regulation
10 of the Charities Accounts (Scotland)
Regulations 2006 (as amended) and Chapter
3 of Part 16 of the Companies Act 2006) and
for no other purpose. We do not, in giving
these opinions, accept or assume responsibility
for any other purpose or to any other person
to whom this report is shown or into whose
hands it may come save where expressly
agreed by our prior consent in writing.
40
Scope of the audit of the
financial statements
An audit involves obtaining evidence about
the amounts and disclosures in the financial
statements sufficient to give reasonable
assurance that the financial statements are
free from material misstatement, whether
caused by fraud or error. This includes an
assessment of: whether the accounting
policies are appropriate to the Group’s
and Charitable Company’s circumstances
and have been consistently applied and
adequately disclosed; the reasonableness
of significant accounting estimates made
by the trustees; and the overall presentation
of the financial statements. In addition, we
read all the financial and non-financial
information in the Trustees' Report to identify
material inconsistencies with the audited
financial statements. If we become aware
of any apparent material misstatements or
inconsistencies we consider the
implications for our report.
2012
• have been properly prepared in
accordance with United Kingdom
Generally Accepted Accounting Practice;
and
• have been prepared in accordance with
the requirements of the Companies Act
2006, the Charities and Trustee Investment
(Scotland) Act 2005 and regulations 6
and 8 of the Charities Accounts (Scotland)
Regulations 2006 (as amended).
Opinion on other matter prescribed
by the Companies Act 2006
In our opinion the information given in the
Trustees’ Report for the financial
year for which the financial statements
are prepared is consistent with the
Matters on which we are required
to report by exception
We have nothing to report in respect of
the following matters where the Companies
Act 2006 and the Charities Accounts
(Scotland) Regulations 2006
(as amended) require us to report to you
if, in our opinion:
• adequate accounting records have not
been kept by the parent Charitable
Company or returns adequate for our
audit have not been received from
branches not visited by us; or
• the parent Charitable Company financial
statements are not in agreement with the
accounting records and returns; or
• certain disclosures of trustees’
remuneration specified by law are not
made; or
• we have not received all the information
and explanations we require for our audit.
Julian Rickett (Senior Statutory Auditor)
for and on behalf of
PricewaterhouseCoopers LLP
Chartered Accountants and Statutory Auditors
London
29 April 2013
PricewaterhouseCoopers LLP is eligible to act
as an auditor in terms of section 1212 of the
Companies Act 2006.
Opinion on financial statements
In our opinion the financial statements:
• give a true and fair view of the state of
the Group’s and the parent Charitable
Company’s affairs as at 31 December
2012, and of the Group’s incoming
resources and application of resources,
including its income and expenditure
and Group’s cash flows, for the year
then ended;
41
Contents
2012
Consolidated statement of financial activities
(including an income and expenditure account)
Balance sheets Company number 2400969
As at 31 December 2012
For the year ended 31 December 2012
Group 2012 Group 2011 Charity 2012 Charity 2011
Note
£’000 £’000
£’000 £’000
Note
2012 Total 2011 Total
£’000
£’000
Unrestricted
£’000
Restricted
£’000
Incoming resources from generated funds:
Legacy income
Voluntary income
2
Merchandising income
38,745
90,302
780
12,474
10,450
-
51,219
100,752
780
51,303
89,156
869
Total fundraised income
129,827
22,924
152,751
141,328
3
4
-
2,281
656
-
656
2,281
584
2,618
Total incoming resources
132,108
23,580
155,688
144,530
6
6
49,478
616
213
-
49,691
616
44,900
718
Total fundraising costs
Investment management costs
50,094
313
213
-
50,307
313
45,618
358
Creditors: amounts falling due after
more than one year
Total cost of generating funds
50,407
213
50,620
45,976
Net incoming resources available for charitable application
Charitable expenditure
7
Governance
6
81,701
23,367
105,068
98,554
88,482
974
23,246
-
111,728
974
105,886
929
6
139,863
23,459
163,322
152,791
16
(201)
201
-
-
322
(7,634)
2,195
Incoming resources
Grant income
Investment income
Resources expended
Costs of generating funds:
Cost of generating voluntary and legacy income
Merchandising costs
Total resources expended
Transfers between funds
Net (expenditure)/income (7,956)
Net gain/(loss) on investments
11 2,195
Net movement in funds
(5,761)
Fund balances brought forward at 1 January
43,092
Fund balances carried forward at 31 December16
37,331
-
322
16,826
17,148
(5,439)
59,918
54,479
Fixed assets
Tangible fixed assets 10
Investments 11
2,819
79,074
2,772
36,245
2,819
79,074
2,772
36,245
81,893
39,017
81,893
39,017
Debtors 12
Short term investments 11
Cash at bank and in hand 33,460
71,162
3,403
29,550
113,462
6,681
34,181
71,162
2,630
30,513
113,462
5,696
108,025
149,693
107,973
149,671
13
14
(44,757)
(9,270)
(41,866)
(6,947)
(44,757)
(9,218)
(41,866)
(6,925)
Net current assets 53,998
100,880
53,998
100,880
Total assets less current liabilities 135,891
139,897
135,891
139,897
Current assets
Creditors: amounts falling due within one year
Grants committed not yet paid Other creditors Grants committed not yet paid 13
(81,412)
(79,979)
(81,412)
(79,979)
Net assets 15
54,479
59,918
54,479
59,918
Restricted funds 17,148
16,826
17,148
16,826
Unrestricted funds:
Investment revaluation reserve Other general funds 4,119
31,014
459
40,411
4,119
31,014
459
40,411
(8,261)
Total general funds Designated funds 35,133
2,198
40,870
2,222
35,133
2,198
40,870
2,222
(2,526)
Total unrestricted funds 37,331
43,092
37,331
43,092
Total funds 54,479
59,918
54,479
59,918
(10,787)
70,705
59,918
All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those
stated above. Movements in funds are disclosed in note 16 to the financial statements. The notes on pages 45-63 form part
of these financial statements.
Funds
16 The notes on pages 45-63 form part of these financial statements.
Approved by the Board of Trustees and authorised for issue on 29 April 2013.
Julia Palca – Chairman 42
2012
Simon Heale – Treasurer
43
Contents
2012
Consolidated cash flow statement
Notes to the financial statements
2012
£’000
2011
£’000
(7,634)
(8,261)
Depreciation 10
Loss on disposal of fixed assets Shares and investments acquired via legacies and gifts 11
Increase in grant commitments and other creditors 13,14
(Increase) in debtors 12
Investment income 4
1,051
4
(359)
6,647
(3,910)
(2,281)
948
243
(211)
6,965
(839)
(2,618)
Net cash (outflow) from operating activities
(6,482)
(3,773)
Returns on investment and servicing of finance
Investment income
2,281
2,618
Net cash inflow from investments and servicing of finance
2,281
2,618
Capital expenditure and financial investments
Purchase of tangible fixed assets 10 Proceeds from sale of fixed assets Payments to acquire investments Proceeds from sales of investments (1,102)
-
(49,422)
9,543
(1,032)
(9,989)
14,778
Net cash (outflow)/inflow from capital expenditure and financial investments
(40,981)
3,757
Net cash (outflow)/inflow before management of liquid resources
(45,182)
2,602
Note
Net (outgoing) resources before other recognised gains and losses
Adjustments to exclude non-cash items and investment income
Management of liquid resources
Net withdrawals/(payments) from/into short term investments
41,904(3,620)
Net cash inflow/(outflow) from management of liquid resources
41,904
(3,620)
(Decrease) in cash in the year (3,278)
(1,018)
Movement
2012
2011
in year
£’000
£’000 £’000
44
2012
Cash Short term investments 3,403
71,162
6,681(3,278)
113,462 (42,300)
Total 74,565
120,143
(45,578)
1. Accounting policies
Basis of preparation
The financial statements are
prepared under the historical
cost convention, modified
to include the revaluation
of investments to market
value, and in accordance
with applicable accounting
standards in the United
Kingdom, the Statement of
Recommended Practice (SORP)
‘Accounting and Reporting by
Charities 2005‘ together with
the reporting requirements of
the Companies Act 2006, the
Charities Act 2011, the Charities
and Trustee Investment
(Scotland) Act 2005 and the
Charities Accounts (Scotland)
Regulations 2006. The financial
statements are prepared on a
going concern basis.
These financial statements
consolidate the results of the
Charitable Company and
its wholly-owned subsidiary
companies Macmillan Cancer
Support Sales Limited and
Trading Limited on a line-byline basis. Uniform accounting
policies are adopted across
the Group and inter company
transactions are eliminated
on consolidation. Macmillan
Cancer Support Enterprises
Limited and Cancerbackup
were dormant in 2011 and
2012. A separate Statement
of Financial Activities for the
Charity itself is not presented
as allowed by section 408
of the Companies Act 2006
and paragraph 397 of the
SORP 2005. The income
of the parent Charity was
£155,199,000 (2011:
£143,963,000) and the
expenditure was £162,835,000
(2011: £152,224,000).
The accounting policies have
been consistently applied
across the Group from year
to year.
Voluntary income
Voluntary income is received
by way of donations and gifts
and is included in full in the
Statement of Financial Activities
when receivable. Donated
services and facilities are valued
and brought in as income and
the appropriate expenditure
at the price that Macmillan
estimates it would pay in the
open market for an equivalent
service or facility. A valuation
of volunteer time given to the
Charity is not included in these
Legacies
Pecuniary legacies are
recognised as receivable once
probate has been granted and
notification has been received.
Residuary legacies are
recognised as receivable once
probate has been granted,
where they can be valued.
Legacies are included at 90%
of probate value, reflecting the
uncertainty inherent in the fact
that a substantial proportion
of legacy receivables represent
property or other investments
whose value is subject to
market fluctuations until they
can be realised.
Grant income
Revenue grants are credited
to the Statement of Financial
Activities when received or
receivable whichever is earlier,
unless they relate to a specific
future period, in which case
they are deferred.
Resources expended
Resources expended are
recognised on an accruals
basis in the period in which
they are incurred. The costs of
generating funds comprise the
costs incurred in generating
voluntary and legacy income
including apportioned support
costs. Charitable expenditure
comprises the costs incurred on
charitable activities including
apportioned support costs.
Allocation of expenditure
Resources expended are
allocated to the particular
activity that the cost relates to.
Where expenditure contributes
to more than one area of
activity, the costs are allocated
to each of the activities based
on estimated staff time.
Grant commitments
Grants are generally made
to organisations to meet
employment, travelling and
training costs of Macmillan
post holders, to cover costs
associated with buildings
development and to develop
carer, benefits advice and
information projects. The full
value of the charitable grant is
recognised in the year in which
the commitment is made and
shown as a long or short term
creditor as appropriate.
Grants to individuals are
made to cover a wide range
of practical needs and are
recognised in the year in which
they are made.
45
Contents
2012
1. Accounting policies (continued)
Pensions
During the year the Charity
operated a contributory,
defined benefit pension
scheme for employees.
The scheme closed to the
accrual of future benefits on
30 June 2010. The scheme is
accounted for in accordance
with FRS 17 ‘Retirement
Benefits’. The service cost of
pension provision relating to
the year, together with the
cost of any benefits relating
to past service if the benefits
have vested, is charged to
the Statement of Financial
Activities. A charge equal to
the increase in the present
value of the scheme liabilities
(because the benefits are
closer to settlement) and
a credit equivalent to the
Charity’s long term expected
return on assets (based on the
market value of the scheme
assets at the start of the
year), are also included
in the Statement of
Financial Activities.
Releases of grant
commitments
There are occasions when
it becomes necessary to
withdraw and redeploy
a grant which has been
approved in a prior year.
Where redeployment occurs
the intention of the original
grant is observed where
possible. If it cannot be
spent in the current year
the funds revert to the
original unrestricted or
restricted reserve.
Liabilities
Liabilities are recognised when
as a result of past events there
is a probable future outflow
of resources.
Governance costs
Governance costs are the costs
associated with constitutional
and statutory requirements and
with the strategic management
of the Charity’s activities.
Tangible fixed assets
Tangible fixed assets are stated
at cost, net of depreciation
and provision for impairment.
Depreciation is charged in
equal instalments over the life
of each tangible asset at the
following rates:
Furniture and 20%
equipment
Computer equipment 331/3%
and software
Freehold property 2%
Motor vehicles 20%
Leasehold property over the
improvements life of
the lease
Items of equipment,
46
motor vehicles, leasehold
improvements and
property are capitalised
where the purchase price
exceeds £10,000. Software
development is capitalised
where the costs exceed
£250,000. Depreciation
costs are allocated to
activities on the basis of the
use of the related assets in
those activities. Impairment
adjustments are made where
the adjustment is material.
Assets under construction are
not depreciated and comprise
expenditure on the purchase,
creation or enhancement of
fixed assets not brought into
use at the Balance Sheet date.
Transfers are made from
assets under construction to
the relevant category of fixed
asset when the asset is brought
into use.
Fund accounting
Restricted, designated and
general funds are separately
disclosed, as set out in note 16.
The different funds held are
defined as follows:
Restricted funds
are subject to specific
restrictions imposed by the
donor or by the nature of
the appeal.
Designated funds
are set aside at the discretion
of the trustees for specific
purposes. They would
otherwise form part of the
general funds.
General funds
are available to spend at the
discretion of the trustees in
furtherance of the charitable
objectives of the Charity.
Leases
The Charity enters into
operating leases as described
in note 18. Expenditure on
operating leases is charged
in the Statement of Financial
Activities as incurred.
Investments
Listed investments are included
in the Balance Sheet at market
value. Realised gains and
losses on disposals in the
year and unrealised gains
and losses on investments at
the Balance Sheet date are
included in the Statement of
Financial Activities for the
relevant underlying funds. All
investment income is treated
as unrestricted. Investments in
subsidiaries are recorded at
cost in the Charity's Balance
Sheet. The historical cost of
investments is shown in note
11 to the financial statements.
Unlisted investments are
included in the Balance Sheet
at their fair value which is
based on the net asset value of
the investments as determined
by the Investment Managers.
Liquid resources are current
asset investments which are
disposable without curtailing
or disrupting the operation
of the Charity and are either
readily convertible into known
amounts of cash, at or close to
their carrying values, or traded
in an active market.
2012
In accordance with FRS 17,
following the closure of the
scheme during 2010 the
resultant scheme surplus is not
recognised on the Charity's
Balance Sheet. Any future
scheme deficit would be shown
on the Charity's Balance
Sheet. Differences between the
actual and expected return on
assets during the year along
with differences arising from
experience or assumption
changes, are shown as an
actuarial gain or loss on
the face of the Statement of
Financial Activities.
The assets of the scheme
are held separately from
those of the Charity in an
independently administered
fund. The Charity also
contributes to a separate
stakeholder pension scheme
provided by Legal and
General. Contributions to
the Charity’s stakeholder
pension scheme are charged
to the Statement of Financial
Activities in the year in which
they become payable.
Macmillan contributes to
two further defined benefit
pensions schemes; the
National Health Service
Pension Scheme and the
Teachers' Pension Scheme.
Both schemes are unfunded.
It is not possible for Macmillan
to identify its share of the
liabilities for the respective
schemes and therefore
contributions are recognised
in the Statement of Financial
Activities in the year in
which they become payable.
In addition, Macmillan
contributes to a defined
contribution scheme provided
by Scottish Equitable.
Taxation
As a registered charity, the
Charity benefits from rates
relief, and is exempt from direct
tax on its charitable activities
but not from VAT. Irrecoverable
VAT is included in the cost of
those items to which it relates.
2. Voluntary income
Unrestricted
Restricted 2012 Total
2011 Total
£’000£’000£’000£’000
Local fundraising committees
Fundraising events
Trusts and corporate income General donations Direct marketing Donated services and facilities 4,686
25,621
13,097
13,457
32,215
1,226
3,213
359
4,524
2,329
25
-
7,899
25,980
17,621
15,786
32,240
1,226
8,208
19,387
18,502
16,254
25,968
837
90,302
10,450
100,752
89,156
3. Grant income
20122011
£’000£’000
Department of Health – National Awareness and Early Diagnosis Initiative
Scottish Government – Income Maximisation The Big Lottery – Citizens Advice Bureau Welfare Benefits Advice Service 200
450
6
551
33
656584
47
Contents
2012
4. Investment income
6. Expenditure
20122011
£’000£’000
Income from investments Income from cash and short term investments 1,354
927
412
2,206
Charitable expenditure (Note 7) Governance
57,693
21,171
21,531
11,333
111,728
105,886
- 589 185 200 974929
57,693
Cost of generating voluntary and legacy income
Merchandising costs Investment management fees The Charity has four wholly owned subsidiaries which are incorporated in the UK. All of their taxable profits each year are
transferred to the Charity. The specific activity or status of each company is:
Macmillan Cancer Support Sales Limited
Sale of Christmas cards and other items
Macmillan Cancer Support Trading Limited
Fundraising events and activities
Macmillan Cancer Support Enterprises Limited
Dormant
CancerbackupDormant
Total expenditure 21,760
21,716
11,533
112,702 106,815
-
12,607
28,080
9,004
49,691
44,900
-
-
182
-
356
313
78
-
616
313
718
358
57,693
34,549
50,465
20,615
163,322
152,791
Other direct costs associated with generating voluntary income include direct event costs, travel and accommodation for
fundraisers, rent, rates and office costs.
A summary of the trading results and Balance Sheet of the non-dormant companies is shown below. The Companies have
the same year end date as the Charity.
Analysis of apportioned support costs
Profit and loss for year ended 31 December
Turnover
Direct
Other Apportioned
2012
2011
Grants
staff costs
direct costs support costs
Total
Total
£’000£’000£’000£’000
£’000£’000
2,2812,618
5. Subsidiary undertakings
Macmillan
Macmillan
Cancer SupportCancer Support
Sales LimitedTrading Limited
£’000
£’000
2012
2012
Total
£’000
2011
Total
£’000
1,179
(126)
1,884
(277)
2,530
(280)
1,053
1,607
2,250
Cost of sales
705
(151)
Gross profit 554
Operating expenses Interest receivable (204)
1
(3)
1
(207)
2
(287)
1
Net profit Costs recharged and interest paid to the Charity 351
(264)
1,051
(302)
1,402
(566)
1,964
(602)
749
(749)
836
(836)
1,362
(1,362)
-
-
-
Current assets
Creditors: amounts falling due within one year 737
(737)
1,199
(1,199)
1,936
(1,936)
Net assets -
-
-
-
Share capital – ordinary shares at £1 each Profit and loss account -
-
-
-
-
-
-
Shareholders’ funds -
- -
-
Human
Finance,
Resources and
Information
Legal and
Policy and
Facilities Technology SecretariatCommunications
£’000
£’000
£’000
£’000
2012
2011
Total
Total
£’000£’000
Charitable Governance Cost of generating voluntary and legacy income
3,493
62
2,799
3,325
59
2,664
1,262
22
1,012
3,253
57
2,607
11,333
200
9,082
6,354
6,048
2,296
5,917
20,615
9,959
182
9,281
19,422
Support costs, including staff costs, were apportioned to activities on the basis of headcount in each of the departments
supporting the various activities.
Analysis of governance costs
Profit on ordinary activities Amount donated to the Charity under Gift Aid Profit on ordinary activities before and after taxation 87
(87)
-
Balance sheet as at 31 December
2,544
(2,544)
2012
2011
£’000£’000
Staff related costs
690
External audit fees
Audit work 79
Other services -
Board and Council meeting expenses 20
AGM and annual report costs 10
Legal, strategy and other costs 175
974 522
76
19
12
300
929
The called up share capital in each of the above companies is £2, this is held by Macmillan Cancer Support.
48
49
Contents
2012
7. Analysis of charitable expenditure
8. Net income for the year
Direct and
Direct and
indirect staff indirect other
2012
2011
costs
GrantscostsTotal
Total
£’000£’000£’000£’000£’000
Healthcare
Macmillan nurses Macmillan allied health professionals Treatment and care buildings Survivorship programme Macmillan GPs 2,514 331 2,478 901 721 20,282 3,243 1,971 (49)
2,588 1,555 122 1,261 972
1,142 24,351 3,696 5,710 1,824
4,451
14,569
2,994
19,944
2,053
4,644
Information and support
Information services Information buildings Mobile Macmillan Cancer Information Centres Macmillan Support Line 3,404 501 1,393 2,785 1,846 2,584 -
-
3,068 198 798 1,155 8,318 3,283 2,191 3,940 9,303
2,036
1,941
3,603
Financial support
Macmillan grants Macmillan Benefits Advice Macmillan Welfare Rights Helpline Financial Guidance Service 700 631 1,260 1,112 8,548 4,750 -
-
325 241 1,000 764 9,573 5,622 2,260 1,876 11,267
4,638
2,022
332
Practical and emotional support
Social care schemes Macmillan social workers Volunteering services
621 100 200 8,815 409 2,020 487 40 199 9,923 549 2,419 5,261
910
-
Learning and development
For Macmillan professionals For people affected by cancer 1,114 1,229 406 -
1,357 650 2,877 1,879 2,593
1,571
354 59 222 46 -
264 451 113 184 851 172 670 804
241
622
Campaigning and raising awareness
Research to improve cancer services Public education and awareness raising Policy and campaigning Customer and content management 1,061 1,529 1,049 574 (30)
-
-
-
1,296 8,871 363 580 2,327 10,400 1,412 1,154 1,886
10,689
1,423
540
Charitable expenditure 26,843 57,693
27,192 111,728 105,886
Inclusion
Involving people affected by cancer in service improvement Macmillan Cancer Voices Cancer self-help and support groups Grant commitments vary in size from an individual post to a full redesign of a service or a building. This can cause significant
movements in the expenditure within a category from one year to the next.
Macmillan nurses expenditure increased by £9,782,000 which relates predominantly to a planned increase in the number of
services committed during 2012. Two notable programmes of work for 2012 included our new one-to-one support pilots to
which we committed £3,299,000 and our Manchester system redesign project at £2,350,000.
Treatment and care buildings expenditure is £14,234,000 lower than 2011. This is a result of our £10,000,000 commitment
to the University College Hospital (UCH) Macmillan Cancer Centre and £6,287,000 commitment to the Sir Robert Ogden
Macmillan Centre in Harrogate in 2011.
New grants committed in the year are recognised as charitable expenditure in the year in which they are made and are
shown above.
The grants figure shown above comprises both multi-year grants where the full cost is recognised on the Balance Sheet as a
liability in the year of commitment and those grants (mainly Macmillan grants) which are wholly disbursed during the year. Grants to institutions and partner organisations totalled £49,145,000 (2011: £48,949,000). Grants to individuals totalled
£8,548,000 (2011: £10,586,000). A full list of the grants made to institutions and partner organisations are disclosed in a
separate publication which is available from the Charity's registered office.
50
2012
This is stated after charging:
20122011
£’000£’000
Depreciation1,051 948
External audit fees:
Audit work
79
76
Other services
12
-
Operating lease rentals:
Property
2,446
2,474
Vehicles and equipment
713
656
No trustee has received any remuneration from the Group during the year (2011: £nil). The total amount of trustee expenses
incurred directly by Macmillan or reimbursed during the year was £6,489 (2011: £5,268), which all related to trustee
meetings. The number of trustees who were reimbursed was five (2011: four).
The trustees are the directors of the Company. During the year and up to the date of approval of the financial statements,
there was a qualifying third party indemnity in place for directors as allowed by Section 234 of the Companies Act 2006.
9. Staff costs and numbers
Staff costs were as follows:
20122011
£’000£’000
Salaries and wages
Agency staff costs
Employers’ National Insurance contributions
Pension costs
37,580
559
3,910
2,762
33,593
461
3,459
1,984
44,81139,497
The number of employees whose earnings (excluding pension) fell into the bands below were:
£1 - £60,000 £60,001 - £70,000 £70,001 - £80,000 £80,001 - £90,000 £90,001 - £100,000 £100,001 - £110,000 £110,001 - £120,000 £160,001 - £170,000 £170,001 - £180,000 20122011
No.No.
1,127
28
6
3
1
3
2
-
1
1,029
22
4
2
2
1
1
1
-
1,1711,062
Retirement benefits are accruing under defined benefit schemes for 15 (2011: 16) higher paid employees. Contributions
totalling £238,000 (2011: £150,000) were made to stakeholder schemes for 39 (2011: 27) higher paid employees.
The average number of staff employed during the year was 1,171 (2011: 1,062) which includes 205 part time staff
(2011: 209). The average number of full time equivalent (FTE) staff employed during the year was 1,112 (2011: 999).
The average FTE is analysed by function as follows:
20122011
No.No.
Fundraising 490478
Charitable 611512
Governance119
1,112999
51
Contents
2012
10. Tangible fixed assets
11. Investments
The Group and Charity
Leasehold
Computer
Freehold Assets under
property
Motor
equipment Furniture and
property construction improvements
vehicles and software
equipment
Total
£’000£’000£’000£’000£’000£’000
£’000
Cost
At 1 January 2012 Additions in the year Disposals in the year Transfers of assets brought into use
-
-
-
-
550
155
-
(136)
2,111
379
(299)
-
647
121
-
-
1,282
182
(18)
79
1,081
265
(84)
57
5,671
1,102
(401)
-
At 31 December 2012 -
569
2,191
768
1,525
1,319
6,372
Depreciation
At 1 January 2012 Charge for the year Disposals in the year -
-
-
-
-
-
1,235
411
(299)
305
136
-
897
274
(18)
462
230
(80)
153,192
51,457
211
(52,386)
(241)
(2,526)
Market value at 31 December 150,235
149,707
Historic cost at 31 December 146,116
148,998
Investments comprise:
-
1,347
441
1,153
612
3,553
Net book value
569
844
327
372
707
2,819
550
876
342
385
619
2,772
The assets under construction costs at the year end relate to the development of an information and support centre adjacent
to the Brighton Cancer Centre and the fit out of office premises in Redditch.
2011
£’000
149,707
153,367
359
(154,226)
(1,167)
2,195
-
2012
£’000
Market value at 1 January Purchased acquisitions Shares and investments acquired via legacies and gifts
Disposal proceeds Change in cash and accrued income
Net gain/(loss) on investments 2,899
1,051
(397)
At 31 December 2012 2012
Fixed asset investments
Listed
UK listed
Non-UK listed
Non-UK hedge funds
Unlisted
UK un-listed
Non-UK hedge funds
Non-UK private equity
Cash Total fixed asset investments
2012 £’000 2011
£’000
2,330
63,249
520 1,048
24,025
461
1,978 9,576
794
627
1,701
7,931
941
138
79,074
36,245
Current asset investments
Listed
UK listed
4,177
20,334
Non-UK listed
66,901
92,780
Cash 84348
Total current asset investments
71,162
113,462
Total investments
150,236
149,707
The trustees believe the carrying value of the investments is supported by the underlying value of the net assets.
Investments representing over 5% by value of the portfolio comprise:
HSBC Sterling Liquidity Fund – C shares
RBS Global Treasury Funds Plc – Sterling Fund shares
JPM Sterling Liquidity Institutional Fund 52
2012 £’000 30,400
18,214
2,117
2011
£’000
30,256
22,138
31,760
53
Contents
2012
12. Debtors
13. Grants committed not yet paid
£’000£’000£’000£’000
Accrued legacy income
Prepayments and other accrued income
Income tax recoverable
Trade debtors
Amount due from subsidiaries
Sundry debtors
26,340
4,427
1,346
270
-
1,077
22,338
3,986
928
1,322
-
976
26,339 3,579
1,346
-
1,885
1,032
22,338
3,803
928
2,512
932
33,460 29,550 34,18130,513
Included within the amount due from subsidiaries is a loan of £220,000 (2011: £200,000) to Macmillan Cancer Support
Sales Limited. Interest is payable on the loan and is calculated at base rate plus 2%. The loan is repayable by 31 December
2015, and is secured by a first-ranking debenture dated 28 July 1999 containing fixed and floating charges over all the
assets of the subsidiary company.
2012
Macmillan
professionals’
grants
Buildings
Other 2012 Total
2011 Total
£’000£’000£’000£’000£’000
Commitments at 1 January
Grants paid during the year
New grants committed during the year
Commitments released as no longer required
69,442
(23,372)
27,608
(2,492)
10,303
(3,215)
4,370
(478)
42,101
(17,267)
20,855
(1,686)
121,846
(43,854)
52,833
(4,656)
115,375
(40,528)
52,987
(5,989)
Commitments at 31 December
71,186
10,980
44,003
126,169
121,845
Falling due within one year
Falling due after one year
22,018
49,168
7,506
3,474
15,233
28,770
44,757
81,412
41,866
79,979
71,186 10,980 44,003 126,169121,845
14. Other creditors
£’000£’000£’000£’000
Taxation and social security
Other creditors and accruals
1,445
7,825
1,457
5,490
1,445
7,773
1,467
5,458
9,270 6,947 9,2186,925
15. Analysis of group net assets between funds
Restricted funds Designated funds General funds
£’000
£’000
£’000
Tangible fixed assets
Investments
Cash and short term investments
Debtors Creditors
Net assets at 31 December 2012
54
621
-
46,665
6,802
(36,940)
17,148
Total funds
£’000
2,198
-
-
-
-
-
2,819
79,074
79,074
27,900
74,565
26,658
33,460
(98,499)(135,439)
2,198
35,133
54,479
55
Contents
2012
16. Movements in funds
Purposes of
restricted funds
Balance 31
Balance 1
Incoming
Outgoing
Gain onDecember
January 2012resourcesresources
investments Transfers2012
£’000£’000£’000£’000 £’000£’000
Restricted funds
Local appeals Brighton Information and Support Centre Big Lottery Fund Department of Health grants Financial Guidance Service Other funds 3,272
409
(9)
120
141
12,893
3,462
-
6
200
-
19,912
(2,599)
-
3
(83)
(36)
(20,744)
-
-
-
-
-
-
88
113
-
-
(6)
6
4,223
522
237
99
12,067
Total restricted funds 16,826
23,580
(23,459)
-
201
17,148
Unrestricted funds
General funds
Investment revaluation reserve Other general funds 459
40,411
-
132,108
-
(139,863)
-
2,195
3,660
(3,837)
4,119
31,014
Total general funds 40,870
132,108
(139,863)
2,195
(177)
35,133
Designated funds
Fixed asset fund 2,222
-
-
(24)
2,198
Total designated funds 2,222
-
-
-
(24)
2,198
Total unrestricted funds 43,092
132,108
(139,863)
2,195
(201)
37,331
Total funds 59,918
155,688
(163,322)
2,195
-
54,479
-
Local appeals
Local appeal funds comprise
income generated from
fundraising activities by
Macmillan appeals throughout
the UK. Local appeal deficits
often arise where we commit
to funding the service early
on in an appeal. Under
our accounting policy, we
recognise the full cost of
multi-year grants when the
commitment is made. Often,
we will take three years to
raise the income necessary
to meet this cost. Such
appeals will start in deficit
and gradually work their way
to break even over the life of
the appeal. During the year
£201,000 (2011: £nil) was
transferred from unrestricted
funds to restricted appeal
funds to cover deficits which
will not be matched by future
fundraising. It is anticipated
that the remaining deficits will
be matched by future restricted
income flows and transfers
from other appropriate funds.
At the same time, some
appeals raise significant
funds before the actual
grant commitment is made,
particularly building appeals.
As a result, they appear in
surplus for the first part of the
life of the appeal. Appeals
at the year end in surplus
totalled £4,447,000 (2011:
£4,251,000). Appeals in deficit
totalled £224,000 (2011:
£979,000).
Brighton Information
and Support Centre
Fixed asset expenditure in
the year of £113,000 (2011:
£145,000) from appeal funds,
56
2012
related to an information and
support centre adjacent to the
Brighton Cancer Centre. The
fund balance at 31 December
2012 was £522,000 (2011:
£409,000).
Financial Guidance Service
Depreciation in the year of
£36,000 plus a transfer to
non fixed assets of £6,000,
(2011: fixed asset expenditure
of £141,000) from other
funds, related to the fit out
of premises for the Financial
Guidance Service in Shipley.
The fund balance at 31
December 2012 was £99,000
(2011: £141,000).
Department of
Health funding
National Cancer
Survivorship Initiative
No funds were received in
the year (2011: £nil), and no
funds expended in the year
(2011: £637,000). Grants
released back to the fund in
the year totalled £69,000
(2011: £nil). The fund balance
at 31 December 2012 was
£69,000 (2011: £nil).
Older people’s pilot projects
No funds were received in
the year (2011: £nil), funds
expended in the year totalled
£120,000 (2011: £263,000),
leaving a fund balance at 31
December 2012 of £nil (2011:
£120,000). A condition of
the grant award was that the
Charity committed to match
fund £500,000. This was
designated and expended
in 2010.
National Awareness and
Early Diagnosis Initiative
Funds received in the year
totalled £200,000 (2011: £nil),
funds expended in the year
totalled £32,000 (2011: £nil),
leaving a fund balance at 31
December 2012 of £168,000,
(2011: £nil).
Big Lottery Fund
In 2007 the Big Lottery Fund
awarded a four year grant
of £336,000 to fund a CAB
Welfare Benefits Advice Service
in Northern Ireland. £6,000
was received during the year
(2011: £33,000) and £3,000
was released in the year (2011:
£nil). The grant was paid in
instalments. There was no
fund balance at 31 December
2012 (2011: £9,000 remained
payable). The related grant
expenditure was committed
in year one.
Other funds
Other restricted funds
comprise income for specific
Macmillan activities. At 31
December 2012, the balance
of £12,067,000 (2011:
£12,893,000) is made up of:
Healthcare and
information funds
Income which has been
restricted to these funds has
come from a variety of sources
and is restricted either to
clinical or information services,
including nurses, allied health
professionals, clinical and
information buildings and
information services. The
income is sometimes further
restricted to either a type of
post or service or to a post/
service at a specific location.
Funds will be expended
as appropriate posts are
identified or developed. The
balance at the year end
totalled £7,608,000 (2011:
£6,922,000).
57
Contents
2012
16. Movements in funds (continued)
£18,000 (2011: £18,000)
related to the Institute's
annual conference.
• Macmillan Cancer Support
Jersey Limited (MCSJ Ltd)
is a company limited by
guarantee and incorporated
in the Island of Jersey
(company number 104090).
It is an independent
organisation which carries
out fundraising on the
Island and funds Macmillan
services. Stephen Richards,
Macmillan's Director for
England, is on the Board
of Directors of Macmillan
Cancer Support Jersey.
During 2012 the Charity
received donations totalling
£159,000 from MCSJ Ltd
restricted to the funding of
a Clinical Nurse Specialist
and a Head of Ambulatory
Financial support and
practical and emotional
support funds
Income which has been
restricted to these funds
has come from a variety of
sources and is restricted either
to financial support or daily
living including carer schemes,
and social work. Much of
this income is restricted to a
geographical area, and it is
likely that we will expend this
income on Macmillan grants
to individuals. There may,
however, be other service
developments in the area
of the restriction and the
income may be spent on such
new service developments.
The balance at the year end
totalled £4,459,000 (2011:
£5,971,000).
Purposes of
designated funds
Other unrestricted
funds
Fixed asset fund
The fixed asset fund represents
the value of general funds
invested in fixed assets which
are not, by the nature of fixed
assets, readily available for
use for other purposes. The
transfer of £24,000 (2011:
£445,000), from this fund
makes the value of the fund
equal to the net book value
of the fixed assets less any
restricted fixed assets at 31
December 2012. Fixed asset
expenditure financed from
restricted funds is shown within
the restricted fund balances.
Investment revaluation
reserve
The investment revaluation
reserve is calculated as
the difference between the
market valuation and the
historic cost of the Charity's
investments. The transfer in
of £3,660,000 (2011: transfer
out of £1,568,000) is an
adjustment to align the fund to
the difference between market
value and historic cost at 31
December 2012.
2012
Nursing Care post in Jersey
(2011: £nil).
• The American Friends of
was formed in 1991 as the
US affiliate of Macmillan
to support its charitable
programmes. The American
Friends of Macmillan
Cancer Support is a public
charity as described in
section 501 (c) (3) of the US
Internal Revenue Code. It
may devote funds received
by it to any purpose
consistent with its charitable
purposes, as dictated by
its Board of Directors.
During the year the Charity
received donations of
£6,000 (2011: £nil) from
the American Friends of
Macmillan Cancer Support.
• Macmillan has a long
standing relationship with
the National Association
of Laryngectomee Clubs.
During the year, the Charity
has made a grant of
£109,000 (2011: £115,000)
to the National Association
of Laryngectomee Clubs, in
support of the Association's
activities. The grant was made
on an arm's length basis.
17. Related party transactions
• Professor Jessica Corner
is the Chief Clinician
at Macmillan Cancer
Support, she is also Dean
of the Faculty of Health
Sciences at the University
of Southampton. In 2010
the Charity made a grant
commitment of £1,113,000
to fund a research
programme in respect of
people affected by cancer,
which is based at the
University of Southampton
until March 2014.
• Maureen Rutter is
Macmillan's Director of
Direct Services, she is also
a Governor of South Tees
NHS Foundation Trust.
58
In 2012 the Charity made
two grants to the Trust
totalling £170,000 to
support the Acute Oncology
Service, which provides
support for cancer patients
admitted for emergency
care. In 2011 there were
two grants paid totalling
£53,000.
• Suki Thompson is a
Trustee of Macmillan
Cancer Support, she is
also Managing Partner of
Oystercatchers, a marketing
consultancy. In 2012, the
Charity made two payments
to Oystercatchers totalling
£10,000 (2011: £14,000),
in respect of an advertising
agency review.
• Macmillan is a member
of the National Cancer
Research Institute (NCRI),
which brings together the
major organisations that
fund cancer research to
coordinate their activities
including joint funding
initiatives. In 2005,
the Charity made a
commitment of £750,000
to contribute to the
funding of collaborative
partnerships in Supportive
and Palliative Care (SuPaC)
until June 2012 (the total
funding was £5 million
from five NCRI member
organisations). In 2012,
it also made payments of
18. Operating lease commitments
The Group and Charity had annual commitments at the year end under operating leases expiring as follows:
Vehicles and
PropertyequipmentTotal 2012
Total 2011
£’000£’000£’000£’000
Less than 1 year
1-5 years
Over 5 years
24
543
1,900
64
210
-
88
753
1,900
1,195
415
1,038
2,467
274 2,7412,648
59
Contents
2012
19. Pension costs
During 2012 the Charity operated a contributory, defined benefit pension scheme for employees who joined the scheme
before 30 April 2005, the date the scheme was finally closed to all new entrants. On 30 June 2010, the scheme closed
to the accrual of future benefits. The assets of the defined benefit scheme are held separately from those of the Charity in
an independently administered fund. From 1 May 2004, the Charity has paid contributions for eligible employees into a
stakeholder pension scheme. The Charity has also paid contributions for eligible employees into the National Health Service
(NHS) Pension Scheme and the Teachers' Pension Scheme.
Macmillan defined benefit scheme
The actuary has computed the following information about the financial position of the scheme as at 31 December 2012:
Scheme assets and liabilities
20122011
£’000£’000
Fair value of the scheme assets
Present value of scheme liabilities
Net surplus
33,035
(25,600)
31,205
(23,835)
7,435 7,370
20122011
Balance sheet movement £’000£’000
Surplus/(deficit) at 1 January
-
-
Net expected return on pension assets
Current service cost net of employee contributions
Curtailment
Employer contributions
-
-
-
-
-
Pension contributions adjustment -
-
Additional employer contribution
-
-
Net actuarial gain/(loss)
-
-
Surplus/(deficit) at 31 December
-
-
Movement in the year
Following closure of the scheme to future accrual, in accordance with FRS 17, the scheme surplus cannot be recognised on the
Charity's Balance Sheet.
2012
Scheme funds are administered by trustees and are independent of the Charity's finances. The scheme is a UK-based defined
benefit scheme, providing benefits at retirement and on death in service.
The scheme is subject to triennial valuation by an independent actuary using the projected unit method. The most recent
triennial valuation was undertaken as at 31 December 2010. The next triennial valuation will be as at 31 December 2013.
Following closure of the scheme to future accrual on 30 June 2010, there were no employer contributions made by the Charity
in 2012 (2011: £nil).
For the purposes of the disclosures required under FRS17, the actuarial valuation has been updated at 31 December 2012 by a
qualified actuary using the following assumptions:
2012
2011
Discount rate
4.60%
5.00%
Rate of inflation
2.80%
3.00%
Rate of increase in salaries
n/a
n/a
Rate of increase in pensions in payment 2.80%
3.00%
Rate of increase in deferred pensions
2.10%
2.30%
The overall expected rate of return on the assets of the scheme has been derived by reference to expected future long term
investment returns at the beginning of the year for each of the principal asset classes, defined broadly as equities and property,
gilts and bonds and other/cash. The expected return on the scheme's total assets is based on the weighted average of these
investment returns according to the proportion of each asset class held in the scheme at the beginning of the year. The scheme's
assets also include £353,000 (2011: £347,000) of insured annuity policies in relation to pensions secured prior to May 1993.
The expected future rate of return on these annuity policies is in line with gilt yields.
Mortality assumptions
The following mortality assumptions were applied to the FRS17 valuation:
2012
2011
life
life expectancy expectancy
Current pensioners using mortality table PA00 (Year of birth) minus one year
Males at 65
23.3
23.2
Females at 65
25.8
25.7
Future pensioners using mortality table PA00 (Year of birth) minus one year
Males at 65
25.3
25.2
Females at 65
27.7
27.6
An analysis of the scheme assets and the expected long term return rates at 31 December 2012 was as follows:
Equities
Bonds
Other
2012 Expected
£’000 rate of return
10,463 21,670 902 2011Expected
£’000 rate of return
6.3%
3.3%
3.0%
10,689 20,193 323 33,035 31,205 6.5%
3.5%
3.0%
Assets do not include any amounts for the Charity’s own financial instruments or property occupied, or other assets used by
the Charity.
60
61
Contents
2012
19. Pension costs (continued)
Changes in the fair value of the scheme assets are as follows:
The following amounts have been recognised in the financial statements for the year ended 31 December 2012 under the
requirements of FRS17:
Fair value of scheme assets at 1 January
31,205 28,897
20122011
£’000£’000
Expected return on scheme assets
Contributions
Benefits paid
Actuarial gain
Gain from recognition of investment cash
1,400 -
(555)
985 -
1,620
(594)
862
420
Fair value of scheme assets at 31 December
33,035 31,205
Expected return on assets
Interest on liabilities
1,400 (1,178)
1,620
(1,253)
Net expected return on pension assets
Curtailments
Current service cost net of employee contributions
Unrecognisable credit due to closure of the scheme to future accrual
222 -
-
(222)
367
(367)
Amount credited to the Statement of Financial Activities -
-
20122011
£’000£’000
Actual return less expected return on scheme assets
Gain from recognition of investment cash
Experience gains/(losses) arising on the scheme
Changes in assumptions underlying the present value of the scheme liabilities
985 -
66 (1,208)
862
420
(125)
438
Actuarial (loss)/gain credited to the Statement of Financial Activities before the adjustment for the scheme surplus
Actuarial gain/(loss) resultant from the scheme being closed to future accrual
(157)
1,595
157 (1,595)
Net actuarial gain/(loss) charged to the Statement of Financial Activities
-
-
2012 2011 2010 20092008
£’000£’000£’000£’000£’000
Actual return less expected return on scheme Percentage of scheme assets
985 3.0%
1,282 4.1%
1,180 4.1%
2,357 9.4%
(4,505)
(21.6%)
Experience gains/(losses) on scheme liabilities
Percentage of the present value of the scheme liabilities
66 0.3%
(125)
(0.5%)
1,403 6.0%
219 0.9%
357
1.7%
Total amount recognised as actuarial (losses)/gains
(157)
1,595 2,894 71 (1,545)
(0.6%)
6.7%
12.3%
0.3%
(7.2%)
Percentage of the present value of the scheme liabilities
The cumulative amount of actuarial gains and losses recognised in the Statement of Financial Activities since 1 January 2005,
is a gain of £898,000, (2011: £1,055,000 gain) excluding the adjustments for the losses on closure of the scheme to future
accrual. The actual return on scheme assets for the year was a gain of £2,385,000, (2011: £2,902,000 gain).
2012
£’000
Fair value of the scheme assets
Present value of scheme liabilities
Net surplus/(deficit)
62
2011
£’000
2010
£’000
2009
£’000
2008
£’000
33,035
(25,600)
31,205
(23,835)
28,897
(23,489)
25,106
(25,392)
20,878
(21,322)
7,435 7,370 5,408 (286)
(444)
2012
20122011
£’000£’000
Changes in the present value of the defined benefit liabilities are as follows:
20122011
£’000£’000
Present value of liabilities at 1 January
23,835 Current service cost
Curtailment
Interest on liabilities
Benefits paid
Actuarial loss/(gain)
-
-
1,178 (555)
1,142 Present value of liabilities at 31 December
25,600 23,489
1,253
(594)
(313)
23,835
Other pension schemes
The Charity participates in the NHS Pension Scheme, an unfunded, defined benefit scheme for employees who were formerly
employed in the NHS, GP practices and other bodies allowed under the direction of the Secretary of State. During the year
the charity made contributions for 90 employees totalling £516,000 (2011: 81 employees, £436,000) to the NHS Scheme.
At the end of the year there were contributions of £61,000 to be paid over, representing the contributions for the
December payroll.
The last full actuarial (funding) valuation for the NHS Pension Scheme was undertaken in March 2004, which reported that
the scheme had accumulated a notional deficit of £3.3 billion against the notional assets as at 31 March 2004. From an
accounting perspective, a valuation of the scheme liability is carried out annually by the scheme actuary by updating the
results of the full actuarial valuation based on detailed membership data. The latest assessment of the liabilities of the scheme
was undertaken in March 2012 and is contained in the scheme actuary report which forms part of the annual NHS Pension
(England and Wales) Resource Account, published annually. These accounts can be viewed on the NHS Pension website.
Going forward the Charity’s contributions may be varied from time to time to reflect the changes in the scheme’s liabilities.
The Charity also participates in the Teachers' Pension Scheme, a defined benefit scheme for employees who were formerly
employed by Local Education Authorities. The Teachers’ Pension Scheme is an unfunded scheme. Contributions on a ‘pay-asyou-go’ basis are credited to the Exchequer under arrangements governed by the Superannuation Act 1972. In the year the
Charity made contributions for 5 employees totalling £27,000 (2011: 5 employees, £22,000) to the Teachers’ Pension Scheme.
The Charity has also made payments into a stakeholder scheme operated by the Legal and General Group PLC. This is a
defined contribution scheme. During the year the Charity made contributions for 567 employees totalling £2,206,000 (2011:
490 employees, £1,514,000). In addition, the Charity paid contributions for one employee totalling £13,000 (2011: one
employee, £12,000) into a stakeholder scheme operated by Scottish Equitable.
63
Contents
Notes
Status
The organisation is a charitable company
limited by guarantee, incorporated on 30 June
1989 and registered as a charity in England
and Wales on 21 June 1989 and in Scotland
on 1 October 2008.
Governing document
The organisation was established under a
Memorandum of Association and is governed
under its Articles of Association (last amended
12 July 2012), which establish the objects and
powers of the organisation.
Company number
Charity number
Scottish charity number
2400969
261017
SC039907
Registered office and operational address
89 Albert Embankment
London SE1 7UQ
Patron
HRH The Prince of Wales
President
The Countess of Halifax
Deputy President
Jamie Dundas
Chairman
Julia Palca
Treasurer
Simon Heale
Company Secretary
Victoria Benson
Chief Executive
Ciarán Devane
64
Executive Strategy Team
Corporate Resources
Chris Hunt
External Affairs
Hilary Cross
Fundraising
Lynda Thomas
Policy and Research
Mike Hobday
Services
Juliet Bouverie
Bankers
Royal Bank of Scotland
280 Bishopsgate
London EC2M 4RB
Solicitors
Mills & Reeve LLP
Fountain House
130 Fenchurch Street
London EC3M 5DJ
Withers LLP
16 Old Bailey
London EC4M 7EG
Investment Managers
JP Morgan Private Bank
1 Knightsbridge
London SW1X 7LX
Independent Auditors
PricewaterhouseCoopers LLP
7 More London Riverside
London SE1 2RT
Macmillan Defined Benefit
Pension Scheme Actuary
M L Owen & Co Ltd
2 Shakespeare Road
London N3 1XE
65
Contents
2012
The 29th May 1961 Charitable Trust ABB Affinity Sutton Aligreen Angie Evans
AXA UK BAA Heathrow The late Elvin Bailey Baker & McKenzie Barcapel Foundation
Barclays Bank plc Eric and Kirsty Bendahan Ms Mary Berkmen Bloomberg Television
BNP Paribas Bonmarché The Booth Charities Boots UK British Gypsum Bill Brown’s
Charitable Settlement of 1989 Brown Shipley BT plc Card Factory CC & Viyella J. Chandler
& Co (Buckfast) Ltd Churchill Retirement Living Computacenter (UK) Ltd Constance Travis
Charitable Trust Coral The Dominique Cornwell and Peter Mann Family Foundation Elizabeth,
Lady Cowdray’s Charity Trust CSL Daisychain Benevolent Fund De’Longhi Liz and Simon
Dingemans Laduma Dhamecha Charitable Trust The Houghton Dunn Charitable Trust
The Emmandjay Charitable Trust Enkalon Foundation The Eranda Foundation The Lords
Feoffees and Assistants of the Manor of Bridlington FirstGroup plc Flight Centre UK
Ford Motor Company The Hugh Fraser Foundation Friends Life The Fozzard Charitable
Trust The Garden Centre Group Ron and Iris George Girdlers’ Company Charitable Trust
GlaxoSmithKline The Goldmark Trust Ray Gravell & Friends Charitable Trust Greene King
Mrs Amanda Hamilton The James and Patricia Hamilton Charitable Trust Mrs Vivien Hamnett
James Hannah Hansard Trust Company Ltd The Mabel Harper Charitable Trust Harrods The
Hintze Family Charitable Foundation Mr Marc Hotimsky Don and Norah Houston Dorothy
Howard Trust HSBC InstaGroup Johnsons Apparelmaster UK Ltd Jones Lang LaSalle The
Jordan Charitable Foundation Kenco Kleeneze Lloyds Banking Group The Lotus Foundation
The Stuart MacWillam Trust Marks and Spencer The McGrath Charitable Trust Microsoft
Studios & Minecraft: Xbox 360 Edition players The Mill Charitable Trust Ministry of Defence
Minster Law The Brian Mercer Charitable Trust Monarch Airlines Morrisons Moy Park The
National Gardens Scheme Nationwide Building Society The Newman’s Own Foundation
Nisa – Making a Difference Locally The Northampton Queen’s Institute Relief in Sickness Fund
The Northwood Charitable Trust Ocado Ltd The Ofenheim Charitable Trust Sir Robert
Ogden Page Group Paris Natar Miss Gwendolen Pearson The Peacock Charitable Trust
People’s Postcode Trust Perkins Engines The Pharsalia Charitable Trust Poundland Miss MB
Reekie’s Charitable Trust Eleanor A. Robbins The Rowan Charitable Trust The Royal Bank
of Scotland Group Royal Mail Group Ltd RWE npower J Sainsbury plc The David Saunders
Family Charitable Trust Selco Builders Merchants Shell UK Silver Spoon Simple Smooth Radio
Manning Stainton Mrs Jill Stewart Sweets4 Ltd Taylor Wimpey plc T. P. Towle Gift Fund Tesco
plc Thames River Capital The Thompson Family Charitable Trust TONI&GUY Travers Smith
LLP Treating Children with Cancer TT Electronics The Weatherley Charitable Trust The R U B
White Charitable Trust Graham and Sue White The A H and B C Whiteley Charity Wilkinsons
The Foster Wood Foundation York Racecourse The Zochonis Charitable Trust Zurich Financial
89 Albert Embankment
London SE1 7UQ
macmillan.org.uk
Printed using sustainable material. Please recycle.
Copyright Macmillan Cancer Support, May 2013. Macmillan Cancer Support, registered charity in England and Wales (261017), Scotland (SC039907)
and the Isle of Man (604). MAC14014
66

Annual report and accounts 2012

Transcription

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